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Winner of a Shingo Research and Professional Publication Award!
At the heart of Lean and Six Sigma is the same, unique business operating system: hoshin kanri. It is a method of strategic planning and a tool for managing complex projects, a quality operating system geared to ensuring that organizations faithfully translate the voice of the customer into new products, and a business operating system that ensures reliable profit growth.
The true power of hoshin kanri, however, is two-fold -- it is a superior organizational learning method as well as a competitive resource development system.
Hoshin Kanri for the Lean Enterprise, by Tom Jackson, explains how you can implement, identify and manage the critical relationships among your markets, design characteristics, production systems, and personnel to satisfy your customers and beat your competition.
This practical workbook provides―
- A new understanding of hoshin kanri as a grand experimental design implemented through a system of team agreements.
- Clear explanations of the steps of hoshin kanri.
- A measure of overall business effectiveness used to determine the focus of corporate strategy.
- A new, improved X-matrix that incorporates a lean "balanced scorecard" for identifying improvement opportunities and converting them readily into bottom line results as a value stream P&L in terms that financial managers and accountants can understand and support.
- A CD containing forms, meeting agendas, and examples of X-matrices that serve marketing and design engineering as well as manufacturing.
This workbook will show you the mechanics of implementing hoshin kanri, so that you can systematically improve your brand equity, implement Lean manufacturing and Six Sigma, and integrate your suppliers into a Lean and Six Sigma organization.
- Sales Rank: #257035 in Books
- Brand: Brand: Productivity Press
- Published on: 2006-08-21
- Original language: English
- Number of items: 1
- Dimensions: .47" h x 8.52" w x 11.00" l, 1.24 pounds
- Binding: Paperback
- 224 pages
- Used Book in Good Condition
From the Publisher
2007 SHINGO PRIZE WINNER!
About the Author
Dr. Thomas L. Jackson has over twenty years of experience in management education in industry and academia and apprenticed with Japanese masters Iwao Kobayashi, author of 20 Keys to Workplace Improvement, and Deming Prize winner Ryuji Fukuda, author of Building Organizational Effectiveness. Dr. Jackson received a PhD and MBA in business economics from Indiana University Graduate School of Business and a JD in tax and commercial law from Indiana University School of Law.
Most helpful customer reviews
28 of 28 people found the following review helpful.
The definitive Hoshin Kanri book
By Mike
I've spent some time looking at several different Hoshin Kanri (hoshin - navigation or compass, kanri - control) texts, a.k.a "Policy Deployment." I personally think that this is overall the best one, hand's down. It's a tricky subject, with many "moving parts" and few examples available to view firsthand (I've seen it only a few times myself). I mention other books, but have not reviewed them, because they were so bad I couldn't even finish them and I have a rule to not review any book I haven't read.
This review compares this to several other ones (as best I could), plus for consistency of philosophy with other lean/operational excellence concepts. Most lean texts I've read barely mention Hoshin, if at all. Even when they do, then do so poorly or with too little detail to help you other than to make you aware that it exists.
This book helps fill a huge gaping void in the understanding and implementation of the lean enterprise.
Pro:
+A clear linkage to Plan-Do-Check-Act (PDCA) cycles at different levels... at last! Cascading PDCA is critical to success.
+Excellent examples of the x-matrix and various styles of A3 report
+A Shingo Prize winning text, and it has definitely earned this honor!
+Goes well above expectation, digging deeper into "DNA" teaming elements/systems that creates deeper understanding of "why" we do hoshin, not just "how"
+Sets clear roles for who should do what, when, and of course why and how
+Superb examples of A3 reports of all different sorts
+Generally well written and interesting despite a potentially dry subject... other books I have on this topic are boring and a fight to read, this was not in the least!
Con:
-Some situtations where I think concepts were compromised or are incorrect, examples: management by walking around (flawed) instead of leader standard work (preferred), and the 7 wastes instead of the more contemporary 8 wastes, plus others not mentioned here.
-Measures do not emphasize a "from X to Y by Z" format, which is a weakness of many x-matrices, especially at the site or departmental level. If you don't know where you are, how can you set a target and follow-up to see how well you are closing the gap? Goals like "reduce scrap 50%" are bogus and against best practices of Hoshin! Better to say, "Scrap from 102 to 51 pieces per day by 10/1" to convey a sense of expectation and quick understanding of where you are.
-Version of the x-matrix touted is very busy and overly complicated with various shapes, violating quick dissemination of information. Suggest the version described in, "The Management Compass" by Michele L. Bechtell.
-Many little errors in formatting, spelling, and even a few where it says see Figure "X" but really meant see Figure "Y"... although you can work around these well enough, it could cast doubts on other material herein (but don't let it be a turn off as the material is wonderful and so well written/presented). Example: The "Engineering" process and "Order Entry" process flows found in Figure 2-4 on page 32 are flipped over - totally backwards! Also, the ORder Entry process is really the Bid process... it appears mislabeled. The flows are presented correctly on page 33 (figures 2-5 and 2-6).
Bottom line: highly recommended. One of the few texts that the lean zealot simply must possess; THE book for Hoshin Kanri. Comes as close to getting a 5/5 stars as one could possibly get and not actually get there. Goes above and beyond what I expected and for difficult subject matter. Other books have some good points (see cons section) however, few, if any, other books that I am aware has the overall scope and content, plus a fantastic execution that makes reading it so enjoyable.
0 of 0 people found the following review helpful.
Best lean book on strategy deployment
By Samuel E. Carlson
Comprehensive explanation of how to integrate your company's strategy with all you improvement work and the solution to why most lean transformations fail. It also helps to explain why lean transformations are so hard.
0 of 2 people found the following review helpful.
I need the book to complete a project
By Margarita Flores
I received it over a week after I purchased it. I would like to know if this is the latest edition, since it is seven years old
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