hoshintrainingvision方针展开的英文资料

1、hoshin planning missionmission visionvision key result areaskey result areas key result measureskey result measures key strategieskey strategies by harold philbrick agenda what is a hoshin plan? key terms vision what is it why do we need it importance of shared vision things to consider examples hos

2、hin plan hoshin ho direction shin needle hoshin “direction needle” or compass “way of setting direction” kanri management or control hoshin plan hoshin kanri in terms of an organization: management / control of the direction needle aligned toward accomplishing a single or shared goal aligns company

3、resources at all levels hoshin plan places focus on the vital few business priorities defines who we are not based on products or services based on our customers needs enables everyone to see where we are going and our plans to get there hoshin plan pushes us to address some fundamental questions wh

4、o are we? what do we want to be? how will we act? how will we measure ourselves? how will we achieve our goals? typical north american company or maybe its like this toyotas use of time plan gemba observe problem or issue first hand determine root causes of problems establish goals and targets creat

5、e implementation plan create follow-up plan discuss with all those affected do execute the implementation plan use as an experiment to test working theories check study the effects to determine whether the problem was satisfactorily addressed compare results to our goals or targets analyze all devia

6、tions from plan act if targets were met: standardize all procedures and methods to maintain gains reflect - what other areas or locations could benefit from these ideas? if targets were not met: adjust using pdca act on all deviations from expected results key terms mission statement “why do we exis

7、t?” describes an organizations capabilities, customer focus, activities and business makeup brief description of the organizations fundamental purpose address all stakeholders vision “where do we want to go?” “what do we want to do?” a picture of your company in the future the inspiration or the fra

8、mework for all your strategic planning address all stakeholders core values / principles behavioral attributes uniquely inherent to the organization must be maintained at all costs explain why we do things the way we do act as a guide when making decisions targets / critical success factors the vita

9、l few (2 or 3 max) performance points where its vital to succeed in as a business meant to break the vision down into actionable items that should be accomplishable in 3-5years hoshin terms key result areas areas of activity in which favorable results are absolutely necessary for achieving on vision

10、 key result measures used to determine improvement and progress of the value stream we must establish smart goals hoshin terms key strategies the overall approach we will take to achieve the expected results for the kras 90-day activities core activities that will be the focus of the next quarter ei

11、ght steps to transforming your organization establishing a sense of urgency examining market and competitive realities identifying and discussing crises, potential crises, or major opportunities forming a powerful guiding coalition assembling a group with enough power to lead the change effort encou

12、raging the group to work together as a team creating a vision creating a vision to help direct the change effort developing strategies for achieving that vision communicating the vision using every vehicle possible to communicate the vision and strategies teaching new behaviors by the example of the

13、 guiding coalition empowering others to act on the vision getting rid of obstacles to change changing systems or structures that seriously undermine the vision encouraging risk taking and nontraditional ideas, activities, and actions planning for and creating short-term wins planning for visible per

14、formance improvements creating those improvements recognizing and rewarding employees involved in the improvements consolidating improvements and producing still more change using increased credibility to change systems, structures, and policies that dont fit the vision hiring, promoting, and develo

15、ping employees who can implement the vision reinvigorating the process with new projects, themes, and change agents institutionalizing new approaches articulating the connections between the new behaviors and corporate success developing the means to ensure leadership development and succession 7 1

16、2 3 4 5 6 8 what is a vision statement? a guiding image that defines what our success will look like uses visual metaphors, imagery to create a picture of the future that we can see it gives us two points that help us to “plan our trip” current reality and the future what is a vision statement? it t

17、ells us where we want to go without inhibiting the path we take to get there multiple routes that will get us there serves as a “landmark” or guide as to whether we are effectively implementing our hoshin why do we need a vision? requires the organization and its members to stretch their expectation

18、s, aspirations and performance the loftiness of the vision can compel new ways of thinking and acting can foster risk taking and experimentation why do we need a vision? the pursuit of that image is what helps motivate people and teams provides clear decision making criteria by providing direction a

19、s people begin seeing it, it becomes a shared experience, a shared vision shared vision high performing teams often have a shared vision and purpose everyone is focused on the “ultimate” goal connected by a common purpose everyone must feel the contributed to the vision shared vision people must be

20、able to internalize each person sees his or her own “picture” of the vision helps people to see themselves as a part of it must allow multiple, personal visions to exist allows everyone to find the role they will play shared vision must connect with the personal visions of those throughout the organ

21、ization to become truly shared when all employees are committed to the long term direction we are more like to make daily decisions that are inline with that direction compliance, enrollment & commitment commitment wants it will make it happen creates whatever path is needed committed people bring e

22、nergy, passion and excitement to the effort compliance, enrollment & commitment enrollment wants it will do whatever can be done today “within the spirit of the law” the process of becoming part of something by choice levels of compliance genuine “good soldiers” formal “pretty good soldiers grudging

23、 “does enough to get by” noncompliance “i wont do it, you cant make me” apathy “is it 5 oclock yet?” things to consider employees must believe they can shape their future in order to believe the can impact the vision leader must “build” the vision daily people must be able to see current reality whi

24、le holding onto the vision why visions die peoples visions are too far apart creates conflicting visions need to harmonize the personal visions dig deeper and find the common thread to tie them back together build it together why visions die people become discouraged by the gap between current reali

25、ty and the vision become disheartened or cynical help them define their role personal visions help with this why visions die people become overwhelmed by current reality demands and lose focus on the vision exhausted and frustrated find ways to focus less on firefighting break up responsibilities day-to-day versus attaining vision examples john f. kennedy “by the end of the decade man on the moon martin luther king “i have a dream” examples henry ford “i will bui