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Hoshin Kanri X Matrix Template for Lean Policy Deployment

If you’re here to download the Hoshin Kanri X Matrix, you’re at the right place. But, go here if you want to learn more about Hoshin Kanri in general. The purpose of the Hoshin Kanri X Matrix Template for Lean Policy Deployment is to develop and implement plans that are both strategic, tactical, and coordinated across people across the organization. The X-Matrix also ensures there is ownership at all levels and accountability; this approach to strategic planning also encourages organizational learning, faster course corrections, and cross departmental coordination. Hoshin means “shining metal pointing direction” – in other words, it’s a compass that points to True North.

Get Over 100 Free Templates Here

The value in the X-Matrix used in Hoshin Kanri is in the interaction between the sections. The interaction between sections will lead to better decision making. What I’m about to show is one way to do Hoshin planning – there are other ways, but what I’m about to demonstrate is pretty standard.
Now let’s go through each of the sections of the X-Matrix Hoshin Kanri Template.

0. Anatomy of the Hoshin Kanri X Matrix

In what follows, I’ll go through each of the main sections of the Hoshin Kanri X Template and how to complete it.

1. Complete the Breakthrough Objectives

Lean is fundamentally long-term thinking. Hoshin Kanri enforces this by first looking at objectives that are 3-5 years out. There can only be a few of them. In our example below, we show a few. Note that these examples are sanitized and do not represent any specific company or organization.

2. Annual Objectives

Then, we identify a few short-term (usually within 1 year) objectives that align or nests under each of the longer-term breakthrough objectives. In our example, we entered 3 short-term objectives and each of them are aligned with each of the long-term objectives. We note the alignment with a dot.

3. Annual Improvement Opportunities and Priorities

Next, we want to list the specific annual, short-term improvement opportunities. Each of the improvement opportunities should align with an annual objective and each annual objective should align with a 3-5 year breakthrough objective. Do you see the interaction, alignment, and nesting in this type of strategic planning?
In our example below, the annual improvement opportunity of “Parts Spend Reduction” is aligned to reduce “SCM spend by 10%”.

4. Measure, Metrics, Targets to Improve in Hoshin Kanri X-Matrix

Next up is completing the specific metrics we will use to measure each of the short-term initiatives, that are aligned to annual priorities, which are aligned to breakthrough objectives. Are you seeing the alignment? The nesting? The interaction?
In our example below, the annual priority of “Parts Spend Reduction” is measured by the “TTI” or target to improve of “reduce parts cost per unit vs new parts of x%”.

5. Teams and Ownership and X-Matrix Hoshin Accountability

Of course none of this planning matters unless there is ownership and accountability. So, in the last section, you are able to complete the x matrix template by filling in the names of the accountable and responsible people for each project, metric, and objective.

6. Hoshin Kanri X Matrix Video Tutorial

7. X Matrix Hoshin Kanri Template Download

If you’d like to give it a shot or use this template in your own strategic planning, we provide a FREE download. Just click the button below and off you go.

source : http://www.shmula.com/hoshin-kanri-x-matrix-template-for-lean-policy-deployment/13775/

7 Steps of Hoshin Planning

By William "Wes" Waldo
At the Lean Methods Group, we know that how you execute your strategy is influenced by how you develop it. That’s why we rely on the Hoshin Kanri Planning process. It takes into account execution every step of the way, providing you with a systematic method of strategic planning and managing progress toward achieving your strategic goals.
We use the seven-step Hoshin Planning process in combination with business development and innovation tools. This process aligns your strategic objectives with the specific resources and action plans needed to make them happen. Through a back-and-forth refinement system known as “catchball,” the entire organization becomes involved in delivering a combination of breakthrough performance and daily management. Learn more about catchball in this video.
Within these steps, we work to incorporate an array of innovation and business development tools that complement the process, including the balanced scorecard, SWOT analysis (strengths, weaknesses, opportunities, threats), and tools featured in the bestselling book The Innovator’s Toolkit.
 
Watch Wes Waldo overview strategic planning and the seven-step Hoshin Planning process.

Step 1. Establish Organizational Vision

What is your current state with respect to your vision, business planning processes and execution engine?

• What policies and procedures are already in place to create and deploy objectives?
• What is the organizational structure and daily management system?
• What are the current long-term plans?
• What are your existing vision and mission statements?

Step 2. Develop Breakthrough Objectives

Breakthrough objectives are significant improvements that require your organization to stretch itself and will take three to five years to achieve. To develop these, we apply a variety of tools to identify growth opportunities, including the four quadrants of growth, which is an adaptation of the Ansoff Matrix. Using this model, we consider consumers and non-consumers—those who are currently using your product or service and those who aren’t—against current jobs and new jobs in order to outline stretch objectives in each area.

 

Step 3. Develop Annual Objectives

What will you need to achieve this year in order to reach those three- to five-year breakthrough objectives? For example, if the breakthrough objective is to “achieve industry leading closing time,” then an annual objective might be “98 percent of loans closed in 30 days.”

Step 4. Deploy Annual Objectives

How do you turn those breakthrough objectives into workable targets and objectives at the departmental level? First, we develop top-level improvement priorities and then apply metrics to them. Next, we create business-specific second- and third-level targets to improve that tie directly to the top-level priorities. Basically, we’re cascading down to create complete alignment throughout the entire organization. Each level goes down into more and more detail to where you’re seeing the product or shipping it. This alignment keeps people focused and integrates different departments, making sure everything across the entire company aligns back up to the strategic objectives.
The Hoshin Planning Matrix, or X matrix, captures the objectives and cascading priorities. Other tools, such as detailed action plans, summary reports and value stream maps, also help in identifying improvement opportunities and managing progress toward achieving goals.

Step 5. Implement Annual Objectives

This is where improvements are executed, using the most appropriate problem solving approach. The Lean Methods Group’s five-step methodology for executing Kaizen events—SCORE (Select, Clarify, Organize, Run, Evaluate)—provides an excellent framework for getting teams together to make improvements. The SCORE methodology is featured in A Team Leader’s Guide to Lean Kaizen Events. In addition to SCORE events, other problem solving approaches might include innovation projects, capital improvement projects, Lean Six Sigma DMAIC projects and just-do-its.

Step 6. Monthly Review

How successful is the organization in meeting the action plan deliverables? What corrective actions are needed for those that are behind? A monthly review fosters a culture of accountability and action by reviewing progress toward achieving annual improvement objectives.

Step 7. Annual Review

At the end of the annual cycle, a thorough review of the year’s objectives shows how far ahead or behind the organization is against the stated objectives and what adjustments must be made to the next cycle.

Why Hoshin Planning and the Lean Methods Group?

We have worked with many organizations deploying the Hoshin Planning process to help them develop and execute their strategy. Because there’s never a one-size-fits-all solution, we are flexible in our approach, focusing on your organization’s needs and working with you so you’re successful. Whether that’s a one-day workshop or start-to-finish plan, we can help put you on the right track to connecting your business in a meaningful way that generates results.

source : https://www.leanmethods.com/resources/articles/seven-steps-hoshin-planning

Hoshin Kanri Explanation

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