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Lean Six Sigma > HOSHIN KANRI > Flashcards

HOSHIN KANRI Flashcards

1
Q

a strategic planning tool that businesses use to connect company-wide objectives and day-to-day work of individual contributors

A

HOSHIN KANRI

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2
Q

the goal of hoshin kanri is for everyone in the company to ___

A

push towards the same goal at the same time

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3
Q

HOSHIN

A

policy/direction

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4
Q

Kanri

A

Management

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5
Q

hoshin kanri translates to

A

How do we manage our direction?

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6
Q

When to use the Hoshin Kanri method?

A

-If you’re implementing a company-wide strategy
-Unify your entire team to achieve the same overarching objective

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7
Q

Make sure you always give your team members the _____they need to succeed.

A

context, clarity, and connection

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8
Q

It is a visual representation of the Hoshin Kanri planning process

A

HOSHIN KANRI MATRIX

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9
Q

Teams use it to help ____ when implementing the Hoshin Kanri method.

A

keep track of how goals and objectives connect to each other

(Hoshin Kanri Matrix)

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10
Q

The goal of the matrix is to: (3)

A

-Identify who is working on what initiative
-How strategies connect to initiatives
-How they map back to long-term goals

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11
Q

THE STEPS OF HOSHIN KANRI PLANNING (7)

A
  1. Establish your organizational vision
  2. Develop strategic objectives
    3.Develop annual objectives
    4.Cascade goals throughout the organization
    5.Execute the annual objectives
    6.Implement monthly reviews
    7.Conduct annual reviews
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12
Q

Identify your organization’s key ____

A

mission, vision, and values.

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13
Q

A ____ should support your team’s long-term goals and connect them back to your ____.

A

vision statement
company’s mission

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14
Q

These objectives form the pillar of your strategy.

A

strategic objectives

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15
Q

You don’t want to make too many objectives—aim for about ___that are longer-term and take ____ to achieve.

A

-three or four
-three to five years

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16
Q

a strategic objective takes about three to five years to achieve, breaking it down into ____makes the large goal feel ___.

what hoshin kanri step?

A

-smaller short-term goals
-more manageable
-DEVELOP ANNUAL OBJECTIVES

17
Q

Your entire team will not only understand the big-picture goal—that is, your ___—but also the smaller goals they will work towards in order to help the company hit its larger goals.

what hoshin kanri step?

A

-annual and strategic objectives
-CASCADE GOALS THROUGHOUT THE ORGANIZATION

18
Q

____
-You can do this is by using continuous improvement strategies such as the (3)

A

Execute the annual objectives
1.Six Sigma DMAIC model
2.the Kaizen methodology
3.PDCA cycle.

19
Q

Too often, goals and strategy information live in stagnant documents like spreadsheets or slide decks, while your team’s day-to-day work lives elsewhere. To connect the dots, start by ____to ensure that everyone is on the same page.

A

-implementing a monthly review system

20
Q

Once you’ve completed a full 12 months of progress, it’s time to look at everything your team has accomplished. Were you able to make your goals? If you didn’t achieve your goals, what could be changed next time? What are things you learned this year that you can implement for the next project cycle?
-what hoshin kanri step?

A

Conduct annual reviews

21
Q

Hoshin Kanri
– bridges the gap between ____

A

strategy and execution.

22
Q

Continuous Improvement
– is built-in via ___

A

Catchball & the PDCA cycle

23
Q

Catchball
-manager throws___ to their team
-the team throws ___to their manager
repeat until ____

A

-goals
-feeadback
-general agreement

24
Q

PDCA (______) Cycle

A

Plan, Do, Check, Act

25
Q

– structured approach to help you move closer to any goal you’re trying to achieve
– used by iterating the through the cycle repeatedly with each loop bringing you closer to your desired destination

A

PDCA (Plan, Do, Check, Act) Cycle

26
Q

Decide what it is you’re going to try and do and make a plan to do it
Aim to achieve small quick incremental improvements

A

Plan

27
Q

Execute your chosen plan on a small scale

A

Do

28
Q

Compare your actual results against what you expected to see
If solution fails, return to the start of the cycle

A

Check

29
Q

Implement your solution fully

A

Act

30
Q

– describes where your organization hopes to get in the future

A

Strategic vision

31
Q

– these are ones that the organization will have to stretch itself to achieve and that you’d like to achieve within the next to five years

A

Breakthrough objectives

32
Q

– lay out what you think you need to achieve next year to be in with a fighting chance of hitting your breakthrough objectives

A

Annual objectives

33
Q

Aims to ensure that your projects and initiatives are on track
Allows you to see what’s going right and what isn’t

A

Monthly Review

34
Q

Opportunity to review how your year has gone
Opportunity to step back and look at the big picture

A

Annual Review

35
Q

Hoshin Planning Process

A

Establish the Strategic Vision
Develop Breakthrough Objectives
Develop Annual Objectives
Deploy Annual Objectives
Implement Annual Objectives
Monthly Review
Annual Review

36
Q

– tool that’s commonly used to facilitate catchball
– isn’t strictly part of hoshin planning

A

X-MATRIX

37
Q

X-Matrix components (5)

A
  1. WHAT - long-term objectives (3-5 years)
  2. HOW FAR - annual obj
  3. HOW - Top level priorities
  4. HOW MUCH - targets to improve
  5. WHO

Lean Six Sigma (2 decks)

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