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Basics of Hoshin Kanri by Randy K. Kesterson (2014, Trade Paperback)

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About this product

Product Identifiers

PublisherProductivity Press

ISBN-101482218690

ISBN-139781482218695

eBay Product ID (ePID)201583206

Product Key Features

Number of Pages165 Pages

LanguageEnglish

Publication NameBasics of Hoshin Kanri

SubjectManagement, Strategic Planning, Industries / Manufacturing, Quality Control, Organizational Development

Publication Year2014

TypeTextbook

Subject AreaBusiness & Economics

AuthorRandy K. Kesterson

FormatTrade Paperback

Dimensions

Item Height0.2 in

Item Weight8.8 Oz

Item Length9.3 in

Item Width6.1 in

Additional Product Features

Intended AudienceCollege Audience

LCCN2014-011560

TitleLeadingThe

IllustratedYes

Table Of ContentThe Basics of Hoshin Kanri: A Personal Example to Help Explain the Steps Jon Introduction to The Little Book Step 1: Scan--Create a Vision and Assess Reality The Scan Process Step 2: Plan Bowling Chart Step 3: Do Step 4: Check Step 5: Adjust Back to Step 3: Do Step 4 Again: Check Step 5 Again: Adjust Back to Step 3 Once More: Do Step 4 Again: Check Step 5 Again: Adjust Key Takeaways from Chapter 1 References Hoshin Kanri to Deploy Business Strategy Jon's Business Introduction to The Little Book Step 1: Scan The Scan Process The First Working Lunch Meeting The Second Working Lunch Meeting The Third Working Lunch Meeting The Fourth Working Lunch Meeting The Fifth Working Lunch Meeting The Sixth Working Lunch Meeting Step 2: Plan Catchball Key Takeaways from Chapter 2 References Interviews with Hoshin Kanri Experts Introduction to Chapter 3 What Is Hoshin Kanri? Three Words to Describe Hoshin Kanri? The History of Hoshin Why Use Hoshin? Prerequisites, Critical Success Factors, Secrets, and Keys to Success? Lessons Learned? What Can Go Wrong? Who Uses Hoshin Kanri? (And Why Not More Users?) Different Approaches to Hoshin? Importance of Vision? Hoshin Objectives: How Many and What Should They Be? Cascading of Objectives? The PDCA Cycle (Plan-Do-Check-Act) The Catchball Process The Hoshin Tools Affinity Diagrams The X-Matrix and the A3 The Hansei-Hoshin Reflection Tool Metrics Balanced Scorecard versus Hoshin? How Are Hoshin Kanri and Lean Six Sigma Related? Index of Expert Interviews The Catalyst for Success with Hoshin Kanri Some Words of Caution Recommended Reading Appendix A The Traditional Way The Hoshin Way Definitions The PDCA Cycle Appendix B Interrelationship Digraph (a.k.a., an ID, a Relations Diagram) What Is It? Why Use It? How to Use It? Appendix C The X-Matrix and the A3 What Are They? Why Are They Needed? How Does The X-Matrix Work? More Information About the X-Matrix and A3 Bibliography Index

SynopsisThe problem with most Hoshin Kanri books is that they describe a complex methodology that is overwhelming to most leaders and their organizations. The need to essentially change the culture of the entire organization to make Hoshin work isn't practical for most companies when first starting out. The Basics of Hoshin Kanri uses an easy-to-follow story format to simplify and explain Hoshin Kanri - a method for strategy deployment. Supplying clear descriptions of the steps of Hoshin Kanri, it advocates using Hoshin as an important tool for improving an organization's existing planning and execution system while simultaneously moving the culture of the organization forward. The book provides readers with a new understanding of Hoshin Kanri as a powerful deployment system for strategic planning, defining a direction and priorities, and aligning the organization around that direction. It begins by telling the story of a manufacturing executive that uses a simple Hoshin Kanri approach to make significant change in his personal life. Next, the book illustrates how this executive prepares to apply Hoshin Kanri to deploy strategy within his business. It concludes by presenting fascinating excerpts from the author's own interviews with experts in the field of Hoshin Kanri. All business leaders want their organizations to be "great" in all respects, but the reality is that they must get to "good" before they can consider becoming "great."

LC Classification NumberHD30.28.K478 2015