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Hoshin Kanri: a tool for strategic policy deployment
Author(s) -
Tennant Charles,
Roberts Paul
Publication year - 2001
Publication title -
knowledge and process management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.341
H-Index - 44
eISSN - 1099-1441
pISSN - 1092-4604
DOI - 10.1002/kpm.121
Subject(s) - business process reengineering , software deployment , process management , strategic planning , business process , process (computing) , strategic management , computer science , business process management , business , operations management , engineering , work in process , marketing , lean manufacturing , operating system
Abstract Methodologies for strategic management encompassing various techniques and models tend to set trends and become paradigms, as they are published and presented to the business community. This paper compares management by objectives (MbO) and business process reengineering (BPR) with the technique of Hoshin Kanri, which has been described as one ofthe core aspects of Japan's management system. Planning and deployment are critical elements of Hoshin Kanri, which imply that the process of developing targets, the assessment of the means to achieve the targets and the deployment of both are fundamental to successful implementation. The authors have adapted the Hoshin Kanri technique, for application at a major UK engineering company as a tool for strategic policy deployment . The benefits werefound to include; integration of strategic objectives with tactical daily management, theapplication of the plan–do–check–act circle to business process management, parallel planning and execution methodology, companywide approach and improvements in communication. Copyright © 2001 John Wiley & Sons, Ltd.