Strategy

Qualica's approach to strategy deployment helps organizations to implement change for business success. Integrating the planning elements of Hoshin and GDPM with baselining and problem analysis tools from Lean Six Sigma and complexity management tools such as DSM.

Hoshin Kanri - a Systems Approach

Hoshin Kanri (Policy Deployment) is a planning system helping organizations to break down strategic, top-level objectives to detailed action. The Japanese term hoshin means shining metal, compass, or pointing the direction, kanri means management or control.
In Hoshin Kanri enterprise level objectives are updated annually by top management. These goals are translated into strategic projects with measurable objectives. Strategic projects are cascaded (or deployed) through levels of management and translated into objectives and specific projects in business units, sites and departments.
Developed by Prof. Yoji Akao and applied by organizations like Toyota or Hewlett-Packard, Hoshin Kanri is a strategic planning methodology based on a Shewhart Plan-Do-Check-Act philosophy to create goals, define measurable milestones, and link daily, weekly and monthly control activities to corporate strategy.
Hoshin Kanri helps organizations to:

• Focus on a common goal
  

• Communicate that goal to all leaders
  

• Involve all leaders in planning to achieve the goal
  

• Hold leaders at all levels accountable for achieving the goal

Hoshin Kanri will ensure corporate objectives are communicated  to everyone in the organization. It will trigger specific actions and implement the necessary controls to ensure everybody is delivering key results required for success. Japanese Deming Prize winners credit Hoshin as a key contributor to business success. Many Western companies, including many Malcolm Baldrige National Quality Award winners, have also started to apply Hoshin Kanri.

Goal Directed Project Management (GDPM) for Execution

GDPM philosophy takes a pragmatic approach to project management, focusing a team on common goals and controlling the progress on individual deliverables. GDPM does not necessarily replace activity-based approaches to project management.  It rather complements them, adding easy to understand, visual tools that integrate very well with the Hoshin style of visual management.Goal Directed Project Management (GDPM) provides a pragmatic approach to project management. Key benefits are:

• Consensus driven planning, commitment to execution.
• Easy to understand plans and reports with low administration effort.
• Plans based on consensus involving team and stakeholders.
• Plans and progress status easy to communicate.
• Roles and responsibilities of team and stakeholders are clear.

A3 Visual Management

Just as with Lean, a core success factor for Hoshin is visual management. Most information will be summarized on A3-size posters placed on planning boards of departments, so information is always available for review and discussion. Typical A3s include:

• A3 Project Charter
• A3 Multi Generation Plan
• A3 X-Matrix of objectives, activities, KPI's and responsibilities
• A3 Milestone Plan
• A3 Activities Plan
• A3 Progress Report