Policy DeploymentOn the path to an "Iron Company"
The summer after next you will be participating in the "Iron Man" on Hawaii! Only a dream or yet a realistic goal? It all depends on how you go about it. If you plan interim goals for yourself, like for example several 10 km runs, a half marathon or cycle race und swims with increasing distances, develop training plans for these and coordinate them, then you could soon be at the starting block on Hawaii. Do you still think it is unrealistic? Now just transfer this image to your organisation. Do you not sometimes ask yourself why the corporate vision seems to be developing into a Fata Morgana? This need not be the case. Change it. How? |
Hoshin Kanri-ManagementSet yourself achievable interim goals and turn your organisation into an “Iron Company“ - this means being more productive, more innovative and more profitable – with Hoshin Kanri.
Hoshin Kanri is an effective management method that helps you to achieve your higher ranking goals, and thereby takes you a little closer to the vision for your company. As a cross-corporate planning and control system it is suitable for integrating management personnel and employees in a systematic and stringent cascading process. In this way you direct the pursuits of all employees in the corporation towards the same vision and the same goals. Goals are not strictly predefined, but are negotiated according to the so-called Catchball-Principle. This creates ambitious but realistic goals with the participation of all hierarchy levels in the company.
The three elements of Hoshin KanriIn order that the vision does not just remain one, it is broken down into operational goals on the hierarchical levels as described at the outset. Now the three elements of management are applied.
1. Daily Management
In order that all employees positively work towards achieving the vision they are also given clearly understandable goals that are directed towards their daily activities.
2. Cross-Functional-Management (CFM)
CFM means that goals and measures are coordinated across the value creation chain in an interdisciplinary way – therefore cross-functionally. Only when e.g. development, production, marketing and distribution work together and coordinate their goals, interfaces and modes of operation with each other, can excellent overall processes be achieved. This aspect is often not taken into consideration in classic management with goals.
3. Hoshin Management
Hoshin Management now directs the activities of the different areas towards the same corporate goals by in the first phase orientating the vision towards so-called Breakthroughs for three to five years. The second phase designates the core process of Hoshin Kanri. Hereby the company breaks down the long-term goals into annual goals, introduces goal cascades in the departments and areas, leads towards the implementation process and performs subsequent reviews.
Your benefit through Hoshin KanriThe benefit is obvious: Your employees act in concert in one direction, and this creates the maximum effect. The performance spectrum of V&S embraces the introduction of the Hoshin-Kanri Methods through training, planning of the introduction and coaching of the introduction process. For this, our consultants conduct Hoshin-Kanri workshops with you, in which goals are defined and the cascading is developed together with you.
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