5 ways Hoshin Kanri will break down your organizational barriers

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While Hoshin Kanri is, on paper, a tremendously effective strategic framework, what are its less than obvious advantages? These are five ways Hoshin breaks down organizational barriers like no other approach.

Written by: Carolyn Gibson, Senior Strategy Advisor

 

In my recent blogs I’ve spent a lot of time describing the Hoshin Kanri method, tools and techniques

But businesses want more than tools and techniques: they want organizational alignment. 

Does this sound familiar?:

  • You are tired of working in siloes
  • You are tired of working at cross-purposes
  • You are tired of wasting time and energy on something that ultimately doesn’t work because everyone’s pieces of the puzzle didn’t fit together, and ultimately
  • You are tired of failing. 

Hoshin Kanri, if implemented fully, can break down these barriers to success. 

These are the top five reasons why:

  1. Departmental pet projects are banished
  2. Individual accountability is backed up by interdepartmental commitment
  3. Goals are well-defined are well-understood
  4. Simple, consistent tools help support capability for delivery
  5. Hoshin Kanri invests power in data, not departments

Let's take a look at these in more detail.

Hoshin Kanri policy deployment and goal deployment eBook

 

1. Departmental pet projects are banished

There is a conscious decision by management team not just to focus on the key Breakthrough Objectives, but also to agree to put on hold what is not contributing to those objectives. 

Resources and energy that is often otherwise diverted into pet projects is redirected into common goals.

The proof:

In 2019, a biotech company was able to kill or postpone all non-essential projects within 6 weeks of implementing Hoshin Kanri.

 

2. Individual accountability is backed up by interdepartmental commitment

The Catchball process done well gives those crucial mid-level managers the chance to work out how they are going to achieve set targets before they become accountable for delivering them.

This means that where there are dependencies across the organization, these are identified beforehand and agreed in advance.

Battles between Sales and Implementation or between IT and Production become collaborations instead.

The proof:

A UK Health Trust was able to identify in advance those action plans that required IT input prior to action plan agreement, improving IT planning, resourcing and coordination.

 

3. Goals are well-defined and are well-understood

The discipline of backing up every goal with clearly defined, measurable targets and clearly defined, actionable project plans leaves no room for inaction and little scope for misunderstanding across organizational boundaries.

The proof:

A US manufacturing company implementing Hoshin realised that its factories were measuring Cost of Poor Quality differently; alignment removed the disparities and led to better understanding of quality issues across the company.

Strat to Action webinar 1: Defining Breakthrough Initiatives

 

4. Simple, consistent tools help support capability for delivery

If everyone is using the same five tools: the X-Matrix, the Action Plan, the Bowling Chart, the Metric A3 and the Countermeasure A3, they have what it takes to define, develop, measure, track, fix and thus deliver success.

The proof:

The Operations Director of travel company used Hoshin Kanri to build consistency and capability across his direct reports, and thus focus action on key indicators rather than just on firefighting.

 

5. Hoshin Kanri invests power in data, not departments

Where Hoshin Kanri is administered centrally, either through automated systems or neutral administrators, data no longer becomes a tool that can be interpreted by individual departments, and decisions become less politicised.

The proof:

The CEO of a large European supermarket chain implemented Hoshin Kanri centrally to help identify and rectify data and definitional disparities between departments.

Executives were thus deprived of the ability to manipulate and present data for their own purposes, allowing a more objective view of departmental initiatives.

 

In conclusion

As you can see from the examples above, commitment from the top of the organization to using Hoshin Kanri in this way is crucial.

Organizational barriers do not disintegrate by themselves, even in the face of better processes and tools.

However, the Hoshin Kanri method, accompanied by executive commitment, can be the catalyst your organization needs to bring those walls crashing down, and let success flow through.

Hoshin Kanri policy deployment and goal deployment eBook

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About the author

Carolyn Gibson is a senior strategy advisor and certified Hoshin Kanri facilitator working with Fortune 500 companies on building their Strategy Execution capabilities. Her career spans disciplines, industries and locations for over twenty years, with a golden thread running throughout of an obsessive focus on the mechanical detail of how organizations achieve their goals.

Strat to Action webinar 1: Defining Breakthrough Initiatives

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