HoshinPlanning.ppt

1、1,Policy Deployment,“Hoshin Kanri”,Hoshin Kanri,HO - Direction SHIN - Pointer HO + SHIN Loosely translated as “The Compass Needle” that gives the direction (policy). KANRI . Deployment,Policy Deployment,Hoshin Style Management,“Hoshin management aligns the activities of people throughout the company

2、 so that the company can achieve key goals and react quickly to a changing environment.” (Shiba, Graham, and Walden, 1993),4,Policy Deployment,What is Hoshin, or Policy Deployment?,“A never ending, strict methodology for planning the activities of a business and measuring progress against targets”.,

3、What does it do for us? What should we hope to achieve?,Alignment between all levels of the corporation; a road-map that EVERYONE shares, understands, and agrees upon. A methodology for continuous improvement. An effective way to measure activities against clear goals.,5,Hoshin was developed to:,Foc

4、us the organization on a very few key objectives that are the most important to its success (or sometimes survival). Plan Identify important areas to change or improve. (Strategic Vision). Plan Determine most effective actions at each level of the organization needed to accomplish these changes. Pla

5、n Create a detailed plan to implement the actions. Do Provide a method to review and adjust the plan. Check/ Act,6,Policy Deployment,Annual Goals,Strategy,Vision,7,Policy Deployment,Annual Goals,Strategy,Vision,As a carpenter needs a vision of what to build in order to get the full benefit of a hamm

6、er, we need a clear vision of our organizational objectives and better management methods before we pick up our lean tools”. - James Womack,Policy Deploymentvs.Cascade of Objectives,Policy Deployment,Emphasis is placed on the strategy to achieve the measurable. Strategy to achieve the measurable is

7、clearly defined and understood. A controlled methodology (process) is utilized to review.,Tendency to achieve the objective despite the method used (action rather than process) No focus on the process, but in activities Volatile, always changing, Not Self-Sustained Pressure to “achieve the number”.

8、Problems are not good.,Cascade of Objectives,Policy Deployment,Objective Deployment (clear purpose) Strategy Deployment (systematic method) Avoids Micro Management of results (Ok / Not Ok ) ( Focus is on the Strategy / Process ),No discussion in terms of strategy ( means ) Does not provide you the k

9、nowledge of the real problems. ( No formal Current State Reflection ),Cascade of Objectives,Policy Deployment,Planning, Definition plans convincing case must be made to work on any Data used to set tentative selected objective rather targets than something else,26,Policy Deployment Step 4: Deploy th

10、e Objectives,Policy Deployment Planning,KEY STEPS KEY FEATURES PROCESS ELEMENT,EXECUTION,VISION,3-5 YEAR PLANS,ANNUAL OBJECTIVES,DEPLOYMENT OF OBJECTIVES AND DEPLOYMENT OF PLANS,REGULAR PROCESS REVIEWS,ANNUAL REVIEWS,P A D C,Deployment rolldownClear, disciplined action plans Communicate the objectiv

11、es to depts. to developwith direction of improvement, plans, includingwhat is to be measured, and the Determine what plans can be targets and meansprocess to be improved developed to achieve the objective Continuous give and take (catchball) between levels Catchball between levels on around the chos

12、en targets and targets and capabilities the organizations capabilities Coordination between Emphasizes the plans of departments departments/units versus individuals Are the plans sufficient to achieve the target A team coordinates plans across departments Responsibility clearly designated A team als

13、o ensures the sum of the plans reaches the target,27,Policy Deployment Step 5: Execute the Plan,Policy Deployment Planning,KEY STEPS KEY FEATURES PROCESS ELEMENT,EXECUTION,VISION,3-5 YEAR PLANS,ANNUAL OBJECTIVES,DEPLOYMENT OF OBJECTIVES AND DEPLOYMENT OF PLANS,REGULAR PROCESS REVIEWS,ANNUAL REVIEWS,

14、P A D C,Execution andDisciplined data collection Basic QC tools and problem implementation and measurement system solving process visionimplemented “in process” not after the fact Visible process Visual process (targets and Recognition and means) allows for recognition reinforcement are possible and

15、 reinforcement in in “real time” “real time” Problems visible so Standardized methods management can give reduce some manager-to- support manager variability in outcomes Problems visible, therefore management can put support where needed,28,Policy Deployment Step 6: Hold Regular Process Reviews,Poli

16、cy Deployment Planning,KEY STEPS KEY FEATURES PROCESS ELEMENT,EXECUTION,VISION,3-5 YEAR PLANS,ANNUAL OBJECTIVES,DEPLOYMENT OF OBJECTIVES AND DEPLOYMENT OF PLANS,REGULAR PROCESS REVIEWS,ANNUAL REVIEWS,P A D C,Regular reviewsStrong emphasis on self Self diagnosis of the plan by monthly and quarterlydi

17、agnosis of targets and the team process Standardized review Problems identified, causes format and language determined, and corrective action planned Simple analysis emphasized Problems are seen as Builds Plan-Do-Check-Act opportunities continuously into the process Emphasis on recognition, support,

18、 and corrective Problems are seen as action plans opportunities to be surfaced, not skeletons to be buried Emphasizes recognition, support and corrective action, not punishment System problems not directly related to plan have a place to surface,29,Policy Deployment Step 7: Hold Annual Reviews,Polic

19、y Deployment Planning,KEY STEPS KEY FEATURES PROCESS ELEMENT,EXECUTION,VISION,3-5 YEAR PLANS,ANNUAL OBJECTIVES,DEPLOYMENT OF OBJECTIVES AND DEPLOYMENT OF PLANS,REGULAR PROCESS REVIEWS,ANNUAL REVIEWS,P A D C,Annual reviewData collection and review Review results versus target done all year providing

20、accurate and relevant Review diagnosis data diagnosis of missed targets collected in the process and poor processes reviews done during the year Examines plans even when the target is met, to show Determine implications for correlation next years plan Reviews policy deployment Review the policy proc

21、ess itself, aiming to deployment planning process improve it for the next year to improve for next year,30,The Result,Alignment throughout the organization Everyone understands the vision and goals, and their role in supporting these objectives. Commitment of everyone in the chain. Regardless of agr

22、eement, everyone is committed to supporting a common vision. A Common Plan The entire organization has a clear focus and is working towards a common goal. Robust Process of improvement, involvement, and feedback. Using lean tools (PDCA, mapping) everyone contributes using a common, proven methodolog

23、y.,Goal,31,Goal,The Result,32,A Hoshin Benefit: Metrics Driving Behavior,Operator Data Collection (on Floor) Activities support Goals,IMMEDIATE FEEDBACK (Group Leader Can) Control/Prevent Problems in real Time Supports group Problem Solving,Line Support Posting Daily on Communication board,Quality,C

24、ost,Safety,Prod,SHORT TERM ANALYSIS Example: Hourly Production Analysis,Line Support Analysis Weekly (if Out of Goal),Each Item if out of Goal,Team Leader Monthly Report ( for Each Line ),All lines in Unit,Plant MGR Monthly Report to MGMT team,Quality,Cost,Safety,Prod,Prod,Safety,Safety,Safety,Prod,

25、Prod,Quality,Quality,Quality,Cost,Cost,Cost,Hourly Requirements based on Takt Time:,3rd Hour 74 Req. ACTUAL 70,5th Hour 130 Req. ACTUAL 126,4th Hour 102 Req. ACTUAL 92,6th Hour 150 Req. ACTUAL 144,7th Hour 178 Req. ACTUAL 180,8th Hour 202 Req. ACTUAL 211,1st Hour 26 Req. ACTUAL 15,2nd Hour 54 Req. A

26、CTUAL 48,Manager should go to the floor to “see the Real Situation.” (GEMBA) “Management by Walking Around”,Metrics show how performance relates to Hoshin goals,33,Safety Quality Productivity Cost Participation Environment,Work Of The Team,Conditions For Operator Success,Systematic Management,Transf

27、ormation to Action,Value to Customer,Vision,Long-Term Plan,Organizational Principles,Customer Support,Management Support,S Q D C M E,Standardized Work : Reliable Equipment Synchronous Material Flow,C A P D C A,Policy Deployment Management Behaviors,Tactics,Management Responsibility,Leadership Focus,

28、34,Policy Deployment,Company objectives,ENVIRONMENT,VISION: TO BE WORLD CLASS IN FOOTWEAR MANUFACTURING,Year 2003,Factory objectives,MORALE,COST,QUALITY,SAFETY,GOAL,STRATEGY,GOAL,STRATEGY,DELIVERY,Industrial accident 50%,FTT = 70%,BTS = 75%,Cost reduction 3.5%,Retiring & absent rate 50%,VOC reductio

29、n(3630g/prs) Waste segregation 100%,Root cause analysis & Countermeasure Education, Planned maintenance,Stabilize & Standardize Processes TPM + PDCA Problem solving,Synchronize sequential daily schedule, Leadtime reduction Reliable material procurement,Identification and elimination of wastes Standardize Best Practices Continuous material flow,Employee Survey & identify the root causes & Implement countermeasures,Improve processes to reduce VOC usage & wastes,LONG TERM PLAN:TO BE THE LEADING FACTORY THROUGH NOS IMPLEMENTATION,CY 2003 OB