�ݺ�ߣshows by User: grantcrow12

�ݺ�ߣshows by User: grantcrow12 / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: grantcrow12 / Mon, 17 Mar 2014 10:25:29 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: grantcrow12 Hoshin Kanri Infographics /slideshow/i-nexus-hoshin-infographics/32403347 i-nexushoshininfographics-140317102529-phpapp01
This collection of infographics focuses around Hoshin Kanri as a strategy execution methodology. The infographics presented cover the 6 steps in the Hoshin process, the Hoshin catchball process, the process of agreeing breakthrough objectives as well as the role of leading and lagging indicators in hoshin execution. Any viewer is welcome to use the embed code provided to copy and use the infographics.]]>
This collection of infographics focuses around Hoshin Kanri as a strategy execution methodology. The infographics presented cover the 6 steps in the Hoshin process, the Hoshin catchball process, the process of agreeing breakthrough objectives as well as the role of leading and lagging indicators in hoshin execution. Any viewer is welcome to use the embed code provided to copy and use the infographics.]]> Mon, 17 Mar 2014 10:25:29 GMT /slideshow/i-nexus-hoshin-infographics/32403347 grantcrow12@slideshare.net(grantcrow12) Hoshin Kanri Infographics grantcrow12 This collection of infographics focuses around Hoshin Kanri as a strategy execution methodology. The infographics presented cover the 6 steps in the Hoshin process, the Hoshin catchball process, the process of agreeing breakthrough objectives as well as the role of leading and lagging indicators in hoshin execution. Any viewer is welcome to use the embed code provided to copy and use the infographics. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/i-nexushoshininfographics-140317102529-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> This collection of infographics focuses around Hoshin Kanri as a strategy execution methodology. The infographics presented cover the 6 steps in the Hoshin process, the Hoshin catchball process, the process of agreeing breakthrough objectives as well as the role of leading and lagging indicators in hoshin execution. Any viewer is welcome to use the embed code provided to copy and use the infographics.

Hoshin Kanri Infographics from Grant Crow

]]> 4641 7 https://cdn.slidesharecdn.com/ss_thumbnails/i-nexushoshininfographics-140317102529-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds presentation White http://activitystrea.ms/schema/1.0/post

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0 3 secrets of successful strategy execution /grantcrow12/3-secrets-of-successful-execution-webinar 3secretsofsuccessfulexecutionwebinar-131016071129-phpapp01
This presentation focuses on overcoming the common obstacles to successful strategy execution. The relevance of Hoshin Kanri is also discussed. ]]>
This presentation focuses on overcoming the common obstacles to successful strategy execution. The relevance of Hoshin Kanri is also discussed. ]]> Wed, 16 Oct 2013 07:11:29 GMT /grantcrow12/3-secrets-of-successful-execution-webinar grantcrow12@slideshare.net(grantcrow12) 3 secrets of successful strategy execution grantcrow12 This presentation focuses on overcoming the common obstacles to successful strategy execution. The relevance of Hoshin Kanri is also discussed. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/3secretsofsuccessfulexecutionwebinar-131016071129-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> This presentation focuses on overcoming the common obstacles to successful strategy execution. The relevance of Hoshin Kanri is also discussed.

3 secrets of successful strategy execution from Grant Crow

]]> 5302 18 https://cdn.slidesharecdn.com/ss_thumbnails/3secretsofsuccessfulexecutionwebinar-131016071129-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds presentation White http://activitystrea.ms/schema/1.0/post

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0 From Lean Six Sigma to Strategy Execution... /slideshow/from-lean-six-sigma-to-strategy-execution/26089001 fromlsstobusinessexecution-130911034451-phpapp01
This presentation focuses on how strategy execution can make your lean six sigma efforts more strategic and sustainable. Fundamentally, a strategy execution system needs 3 main components: 1) Goal management - Hoshin planning. Hoshin is all about forcing the executive team to think about breakthrough objectives. These are those few things that will really move the business forward. This type of thinking really leads to focus and ensures that the strategy execution system is grounded in focused action rather than the usual suspects. The actual stage of Hoshin look fairly standard at face value, however it is the concepts within these stages that make Hoshin different. Catchball is an example of this. Catchball is the process of ensuring that breakthrough objectives and related planning are validated with lower levels of management before being set in stone for the period. This process increases the levels of ownership throughout the business for the goals. The focus purely on breakthrough objectives and the tight alignment and control delivered by the X matrix are also noteworthy. 2) Project and program management - operational excellence. Only those projects or actions that specifically support the achievement of the annual breakthroughs should be selected. Particualr attention should also be paid to resource planning. Hoshin is all about focus and this applies to where project resources spend their time. 3) Performance management - balanced scorecards or similar, In order to execute effectively, we do need to know at all times whether we're on track (and if not, what we're doing about it) and importantly, will the actions we're taking when aggregated get us to where we want to be? MAAR and bowling charts are excellent and much underused tools in achieving these objectives. The visibility provided in the Hoshin process enables the tools of operational excellence to be used to best effect. Early identification of deviation from the desired progress can then be acted upon. In this way, Hoshin and operational excellence fit together tightly. i-nexus is the world's leading strategy execution software tool and is specifically designed to help complex organizations to translate their aspirations into reality. ]]>
This presentation focuses on how strategy execution can make your lean six sigma efforts more strategic and sustainable. Fundamentally, a strategy execution system needs 3 main components: 1) Goal management - Hoshin planning. Hoshin is all about forcing the executive team to think about breakthrough objectives. These are those few things that will really move the business forward. This type of thinking really leads to focus and ensures that the strategy execution system is grounded in focused action rather than the usual suspects. The actual stage of Hoshin look fairly standard at face value, however it is the concepts within these stages that make Hoshin different. Catchball is an example of this. Catchball is the process of ensuring that breakthrough objectives and related planning are validated with lower levels of management before being set in stone for the period. This process increases the levels of ownership throughout the business for the goals. The focus purely on breakthrough objectives and the tight alignment and control delivered by the X matrix are also noteworthy. 2) Project and program management - operational excellence. Only those projects or actions that specifically support the achievement of the annual breakthroughs should be selected. Particualr attention should also be paid to resource planning. Hoshin is all about focus and this applies to where project resources spend their time. 3) Performance management - balanced scorecards or similar, In order to execute effectively, we do need to know at all times whether we're on track (and if not, what we're doing about it) and importantly, will the actions we're taking when aggregated get us to where we want to be? MAAR and bowling charts are excellent and much underused tools in achieving these objectives. The visibility provided in the Hoshin process enables the tools of operational excellence to be used to best effect. Early identification of deviation from the desired progress can then be acted upon. In this way, Hoshin and operational excellence fit together tightly. i-nexus is the world's leading strategy execution software tool and is specifically designed to help complex organizations to translate their aspirations into reality. ]]> Wed, 11 Sep 2013 03:44:51 GMT /slideshow/from-lean-six-sigma-to-strategy-execution/26089001 grantcrow12@slideshare.net(grantcrow12) From Lean Six Sigma to Strategy Execution... grantcrow12 This presentation focuses on how strategy execution can make your lean six sigma efforts more strategic and sustainable. Fundamentally, a strategy execution system needs 3 main components: 1) Goal management - Hoshin planning. Hoshin is all about forcing the executive team to think about breakthrough objectives. These are those few things that will really move the business forward. This type of thinking really leads to focus and ensures that the strategy execution system is grounded in focused action rather than the usual suspects. The actual stage of Hoshin look fairly standard at face value, however it is the concepts within these stages that make Hoshin different. Catchball is an example of this. Catchball is the process of ensuring that breakthrough objectives and related planning are validated with lower levels of management before being set in stone for the period. This process increases the levels of ownership throughout the business for the goals. The focus purely on breakthrough objectives and the tight alignment and control delivered by the X matrix are also noteworthy. 2) Project and program management - operational excellence. Only those projects or actions that specifically support the achievement of the annual breakthroughs should be selected. Particualr attention should also be paid to resource planning. Hoshin is all about focus and this applies to where project resources spend their time. 3) Performance management - balanced scorecards or similar, In order to execute effectively, we do need to know at all times whether we're on track (and if not, what we're doing about it) and importantly, will the actions we're taking when aggregated get us to where we want to be? MAAR and bowling charts are excellent and much underused tools in achieving these objectives. The visibility provided in the Hoshin process enables the tools of operational excellence to be used to best effect. Early identification of deviation from the desired progress can then be acted upon. In this way, Hoshin and operational excellence fit together tightly. i-nexus is the world's leading strategy execution software tool and is specifically designed to help complex organizations to translate their aspirations into reality. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/fromlsstobusinessexecution-130911034451-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> This presentation focuses on how strategy execution can make your lean six sigma efforts more strategic and sustainable. Fundamentally, a strategy execution system needs 3 main components: 1) Goal management - Hoshin planning. Hoshin is all about forcing the executive team to think about breakthrough objectives. These are those few things that will really move the business forward. This type of thinking really leads to focus and ensures that the strategy execution system is grounded in focused action rather than the usual suspects. The actual stage of Hoshin look fairly standard at face value, however it is the concepts within these stages that make Hoshin different. Catchball is an example of this. Catchball is the process of ensuring that breakthrough objectives and related planning are validated with lower levels of management before being set in stone for the period. This process increases the levels of ownership throughout the business for the goals. The focus purely on breakthrough objectives and the tight alignment and control delivered by the X matrix are also noteworthy. 2) Project and program management - operational excellence. Only those projects or actions that specifically support the achievement of the annual breakthroughs should be selected. Particualr attention should also be paid to resource planning. Hoshin is all about focus and this applies to where project resources spend their time. 3) Performance management - balanced scorecards or similar, In order to execute effectively, we do need to know at all times whether we're on track (and if not, what we're doing about it) and importantly, will the actions we're taking when aggregated get us to where we want to be? MAAR and bowling charts are excellent and much underused tools in achieving these objectives. The visibility provided in the Hoshin process enables the tools of operational excellence to be used to best effect. Early identification of deviation from the desired progress can then be acted upon. In this way, Hoshin and operational excellence fit together tightly. i-nexus is the world's leading strategy execution software tool and is specifically designed to help complex organizations to translate their aspirations into reality.

From Lean Six Sigma to Strategy Execution... from Grant Crow

]]> 2325 7 https://cdn.slidesharecdn.com/ss_thumbnails/fromlsstobusinessexecution-130911034451-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds presentation White http://activitystrea.ms/schema/1.0/post

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0 Better Project Selection using Hoshin Planning and Balanced Scorecards /slideshow/better-project-selection/26066248 betterprojectselectionv6-130910110324-phpapp01
Picking the right projects is key to maximizing the impact of an investment in lean six sigma. This presentation looks at how to combine best practices such as Hoshin Planning and Balanced Scorecards with Operational Excellence to create an improvement system that ensures that projects align with business objectives and drive execution of the desired results. At the beginning of a six sigma journey, many companies choose projects driven by local agendas and problems. The focus tends to be tactical. This however can be a common trap. The company has invested in training of belts, staffing the function etc and the projects acted upon are tactical. This can lead to senior executives losing interest in six sigma as they are not seeing the link into their own strategic objectives. So leaders need to be very clear in their articulation of what they are trying to achieve together with the assumptions behind this. The Hoshin X matrix concept is a very powerful tool to facilitate this and is used to capture and cascade goals and then enable tight alignment of initiatives to these goals. Once this has taken place, regular reviews need to take place and these are facilitated by bowling charts.These charts help the team to stay focused on the critical things even when day to day business tries to distract them. Hoshin is really a systematic to get everybody focused on the achievement of clear objectives. The first step requires deciding on 3 - 5 medium term breakthrough objectives. We emphasize breakthrough as these objectives should not be business as usual. These are then converted into annual breakthrough objectives and in turn, these are cascaded either directly into supporting initiatives and projects or annual improvement priorities which are supported by projects. The process creates a red thread from the medium term objectives all the way down to the actions required to deliver on them, the responsible people and the KPI's (both leading and lagging) that will be used to measure progress. ]]>
Picking the right projects is key to maximizing the impact of an investment in lean six sigma. This presentation looks at how to combine best practices such as Hoshin Planning and Balanced Scorecards with Operational Excellence to create an improvement system that ensures that projects align with business objectives and drive execution of the desired results. At the beginning of a six sigma journey, many companies choose projects driven by local agendas and problems. The focus tends to be tactical. This however can be a common trap. The company has invested in training of belts, staffing the function etc and the projects acted upon are tactical. This can lead to senior executives losing interest in six sigma as they are not seeing the link into their own strategic objectives. So leaders need to be very clear in their articulation of what they are trying to achieve together with the assumptions behind this. The Hoshin X matrix concept is a very powerful tool to facilitate this and is used to capture and cascade goals and then enable tight alignment of initiatives to these goals. Once this has taken place, regular reviews need to take place and these are facilitated by bowling charts.These charts help the team to stay focused on the critical things even when day to day business tries to distract them. Hoshin is really a systematic to get everybody focused on the achievement of clear objectives. The first step requires deciding on 3 - 5 medium term breakthrough objectives. We emphasize breakthrough as these objectives should not be business as usual. These are then converted into annual breakthrough objectives and in turn, these are cascaded either directly into supporting initiatives and projects or annual improvement priorities which are supported by projects. The process creates a red thread from the medium term objectives all the way down to the actions required to deliver on them, the responsible people and the KPI's (both leading and lagging) that will be used to measure progress. ]]> Tue, 10 Sep 2013 11:03:24 GMT /slideshow/better-project-selection/26066248 grantcrow12@slideshare.net(grantcrow12) Better Project Selection using Hoshin Planning and Balanced Scorecards grantcrow12 Picking the right projects is key to maximizing the impact of an investment in lean six sigma. This presentation looks at how to combine best practices such as Hoshin Planning and Balanced Scorecards with Operational Excellence to create an improvement system that ensures that projects align with business objectives and drive execution of the desired results. At the beginning of a six sigma journey, many companies choose projects driven by local agendas and problems. The focus tends to be tactical. This however can be a common trap. The company has invested in training of belts, staffing the function etc and the projects acted upon are tactical. This can lead to senior executives losing interest in six sigma as they are not seeing the link into their own strategic objectives. So leaders need to be very clear in their articulation of what they are trying to achieve together with the assumptions behind this. The Hoshin X matrix concept is a very powerful tool to facilitate this and is used to capture and cascade goals and then enable tight alignment of initiatives to these goals. Once this has taken place, regular reviews need to take place and these are facilitated by bowling charts.These charts help the team to stay focused on the critical things even when day to day business tries to distract them. Hoshin is really a systematic to get everybody focused on the achievement of clear objectives. The first step requires deciding on 3 - 5 medium term breakthrough objectives. We emphasize breakthrough as these objectives should not be business as usual. These are then converted into annual breakthrough objectives and in turn, these are cascaded either directly into supporting initiatives and projects or annual improvement priorities which are supported by projects. The process creates a red thread from the medium term objectives all the way down to the actions required to deliver on them, the responsible people and the KPI's (both leading and lagging) that will be used to measure progress. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/betterprojectselectionv6-130910110324-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Picking the right projects is key to maximizing the impact of an investment in lean six sigma. This presentation looks at how to combine best practices such as Hoshin Planning and Balanced Scorecards with Operational Excellence to create an improvement system that ensures that projects align with business objectives and drive execution of the desired results. At the beginning of a six sigma journey, many companies choose projects driven by local agendas and problems. The focus tends to be tactical. This however can be a common trap. The company has invested in training of belts, staffing the function etc and the projects acted upon are tactical. This can lead to senior executives losing interest in six sigma as they are not seeing the link into their own strategic objectives. So leaders need to be very clear in their articulation of what they are trying to achieve together with the assumptions behind this. The Hoshin X matrix concept is a very powerful tool to facilitate this and is used to capture and cascade goals and then enable tight alignment of initiatives to these goals. Once this has taken place, regular reviews need to take place and these are facilitated by bowling charts.These charts help the team to stay focused on the critical things even when day to day business tries to distract them. Hoshin is really a systematic to get everybody focused on the achievement of clear objectives. The first step requires deciding on 3 - 5 medium term breakthrough objectives. We emphasize breakthrough as these objectives should not be business as usual. These are then converted into annual breakthrough objectives and in turn, these are cascaded either directly into supporting initiatives and projects or annual improvement priorities which are supported by projects. The process creates a red thread from the medium term objectives all the way down to the actions required to deliver on them, the responsible people and the KPI's (both leading and lagging) that will be used to measure progress.

Better Project Selection using Hoshin Planning and Balanced Scorecards from Grant Crow

]]> 2732 14 https://cdn.slidesharecdn.com/ss_thumbnails/betterprojectselectionv6-130910110324-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds presentation White http://activitystrea.ms/schema/1.0/post

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0 Deploying Hoshin Kanri as a Competitive Weapon /slideshow/i-nexus-presentation-pex-conference-jan-2013www/24943591 i-nexuspresentation-pexconferencejan2013www-130805111843-phpapp01
This presentation evaluates the Hoshin Kanri concept, what it is, how it works, what can go wrong and how to make Hoshin really work. �ݺ�ߣ 3: Most people familiar with Hoshin Kanri will know that it translates from Japanese into a "Vision Compass". More importantly, Hoshin is gaining traction due to its recognition of the need to link direction (strategy formulation) with management (implementation). �ݺ�ߣ 4: A key feature of Hoshin Kanri is the concept of Breakthrough Objectives. The concept encourages aggressive objectives together with a structured method for cascading these and breaking them down into manageable pieces. �ݺ�ߣs 5 and 6 address common responses from executives one might encounter when trying to introduce Hoshin Kanri together with the symptoms suggesting that Hoshin Planning is required. The symptoms listed will strike a chord with many readers and represent the product of poor strategy execution. �ݺ�ߣ 8 identifies some of the many leading organizations using Hoshin as their strategy execution methodology. The majority of organizations that we at i-nexus are talking to (particularly in the USA) are either considering implementing Hoshin Kanri or have already made a start. �ݺ�ߣ 9 identifies the value of having a strong strategy execution system by tracking share price performance. �ݺ�ߣs 11 and 12 introduce the link between Hoshin Kanri, and in particular the X matrix concept, and Balanced Scorecards. The traditional Balanced Scorecard clearly introduced value by looking at business metrics from more than purely a financial perspective. In contrast however, the X matrix is a far more robust tool for supporting strategy implementation. The various faces of the X matrix (South, West, North and East) detail the WHAT, HOW FAR, HOW and HOW MUCH of the strategy. Having said that, the X matrix is by no means universally popular as a Hoshin tool and is regarded by some CEO's as too complex. It is clearly a tool more likely to provide value in organizations that are more mature in their strategy execution journey. �ݺ�ߣ 13 shows an example of how the i-nexus software supports both the Hoshin X matrix and Scorecards. �ݺ�ߣ 15 identifies the critical role of the bowling chart in linking between the X matrix and action plans and its use a key management tool to track achievement and lack thereof against goals. �ݺ�ߣ 17 identifies "culture change" as a key barrier to effective Hoshin. Many of our customers do find that the greater transparency achieved with i-nexus can be seen as a threat. This needs to be managed carefully with problems (red traffic lights) seen as discussion points rather than failure. �ݺ�ߣ 22 provides an example of an A3 report. Many i-nexus customers find visual management of progress to be key to obtaining commitment to Hoshin. Finally slide 24 looks at the value of Hoshin countermeasures in enabling early identification and resolution of barriers to progress.]]>
This presentation evaluates the Hoshin Kanri concept, what it is, how it works, what can go wrong and how to make Hoshin really work. �ݺ�ߣ 3: Most people familiar with Hoshin Kanri will know that it translates from Japanese into a "Vision Compass". More importantly, Hoshin is gaining traction due to its recognition of the need to link direction (strategy formulation) with management (implementation). �ݺ�ߣ 4: A key feature of Hoshin Kanri is the concept of Breakthrough Objectives. The concept encourages aggressive objectives together with a structured method for cascading these and breaking them down into manageable pieces. �ݺ�ߣs 5 and 6 address common responses from executives one might encounter when trying to introduce Hoshin Kanri together with the symptoms suggesting that Hoshin Planning is required. The symptoms listed will strike a chord with many readers and represent the product of poor strategy execution. �ݺ�ߣ 8 identifies some of the many leading organizations using Hoshin as their strategy execution methodology. The majority of organizations that we at i-nexus are talking to (particularly in the USA) are either considering implementing Hoshin Kanri or have already made a start. �ݺ�ߣ 9 identifies the value of having a strong strategy execution system by tracking share price performance. �ݺ�ߣs 11 and 12 introduce the link between Hoshin Kanri, and in particular the X matrix concept, and Balanced Scorecards. The traditional Balanced Scorecard clearly introduced value by looking at business metrics from more than purely a financial perspective. In contrast however, the X matrix is a far more robust tool for supporting strategy implementation. The various faces of the X matrix (South, West, North and East) detail the WHAT, HOW FAR, HOW and HOW MUCH of the strategy. Having said that, the X matrix is by no means universally popular as a Hoshin tool and is regarded by some CEO's as too complex. It is clearly a tool more likely to provide value in organizations that are more mature in their strategy execution journey. �ݺ�ߣ 13 shows an example of how the i-nexus software supports both the Hoshin X matrix and Scorecards. �ݺ�ߣ 15 identifies the critical role of the bowling chart in linking between the X matrix and action plans and its use a key management tool to track achievement and lack thereof against goals. �ݺ�ߣ 17 identifies "culture change" as a key barrier to effective Hoshin. Many of our customers do find that the greater transparency achieved with i-nexus can be seen as a threat. This needs to be managed carefully with problems (red traffic lights) seen as discussion points rather than failure. �ݺ�ߣ 22 provides an example of an A3 report. Many i-nexus customers find visual management of progress to be key to obtaining commitment to Hoshin. Finally slide 24 looks at the value of Hoshin countermeasures in enabling early identification and resolution of barriers to progress.]]> Mon, 05 Aug 2013 11:18:43 GMT /slideshow/i-nexus-presentation-pex-conference-jan-2013www/24943591 grantcrow12@slideshare.net(grantcrow12) Deploying Hoshin Kanri as a Competitive Weapon grantcrow12 This presentation evaluates the Hoshin Kanri concept, what it is, how it works, what can go wrong and how to make Hoshin really work. �ݺ�ߣ 3: Most people familiar with Hoshin Kanri will know that it translates from Japanese into a "Vision Compass". More importantly, Hoshin is gaining traction due to its recognition of the need to link direction (strategy formulation) with management (implementation). �ݺ�ߣ 4: A key feature of Hoshin Kanri is the concept of Breakthrough Objectives. The concept encourages aggressive objectives together with a structured method for cascading these and breaking them down into manageable pieces. �ݺ�ߣs 5 and 6 address common responses from executives one might encounter when trying to introduce Hoshin Kanri together with the symptoms suggesting that Hoshin Planning is required. The symptoms listed will strike a chord with many readers and represent the product of poor strategy execution. �ݺ�ߣ 8 identifies some of the many leading organizations using Hoshin as their strategy execution methodology. The majority of organizations that we at i-nexus are talking to (particularly in the USA) are either considering implementing Hoshin Kanri or have already made a start. �ݺ�ߣ 9 identifies the value of having a strong strategy execution system by tracking share price performance. �ݺ�ߣs 11 and 12 introduce the link between Hoshin Kanri, and in particular the X matrix concept, and Balanced Scorecards. The traditional Balanced Scorecard clearly introduced value by looking at business metrics from more than purely a financial perspective. In contrast however, the X matrix is a far more robust tool for supporting strategy implementation. The various faces of the X matrix (South, West, North and East) detail the WHAT, HOW FAR, HOW and HOW MUCH of the strategy. Having said that, the X matrix is by no means universally popular as a Hoshin tool and is regarded by some CEO's as too complex. It is clearly a tool more likely to provide value in organizations that are more mature in their strategy execution journey. �ݺ�ߣ 13 shows an example of how the i-nexus software supports both the Hoshin X matrix and Scorecards. �ݺ�ߣ 15 identifies the critical role of the bowling chart in linking between the X matrix and action plans and its use a key management tool to track achievement and lack thereof against goals. �ݺ�ߣ 17 identifies "culture change" as a key barrier to effective Hoshin. Many of our customers do find that the greater transparency achieved with i-nexus can be seen as a threat. This needs to be managed carefully with problems (red traffic lights) seen as discussion points rather than failure. �ݺ�ߣ 22 provides an example of an A3 report. Many i-nexus customers find visual management of progress to be key to obtaining commitment to Hoshin. Finally slide 24 looks at the value of Hoshin countermeasures in enabling early identification and resolution of barriers to progress. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/i-nexuspresentation-pexconferencejan2013www-130805111843-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> This presentation evaluates the Hoshin Kanri concept, what it is, how it works, what can go wrong and how to make Hoshin really work. �ݺ�ߣ 3: Most people familiar with Hoshin Kanri will know that it translates from Japanese into a "Vision Compass". More importantly, Hoshin is gaining traction due to its recognition of the need to link direction (strategy formulation) with management (implementation). �ݺ�ߣ 4: A key feature of Hoshin Kanri is the concept of Breakthrough Objectives. The concept encourages aggressive objectives together with a structured method for cascading these and breaking them down into manageable pieces. �ݺ�ߣs 5 and 6 address common responses from executives one might encounter when trying to introduce Hoshin Kanri together with the symptoms suggesting that Hoshin Planning is required. The symptoms listed will strike a chord with many readers and represent the product of poor strategy execution. �ݺ�ߣ 8 identifies some of the many leading organizations using Hoshin as their strategy execution methodology. The majority of organizations that we at i-nexus are talking to (particularly in the USA) are either considering implementing Hoshin Kanri or have already made a start. �ݺ�ߣ 9 identifies the value of having a strong strategy execution system by tracking share price performance. �ݺ�ߣs 11 and 12 introduce the link between Hoshin Kanri, and in particular the X matrix concept, and Balanced Scorecards. The traditional Balanced Scorecard clearly introduced value by looking at business metrics from more than purely a financial perspective. In contrast however, the X matrix is a far more robust tool for supporting strategy implementation. The various faces of the X matrix (South, West, North and East) detail the WHAT, HOW FAR, HOW and HOW MUCH of the strategy. Having said that, the X matrix is by no means universally popular as a Hoshin tool and is regarded by some CEO's as too complex. It is clearly a tool more likely to provide value in organizations that are more mature in their strategy execution journey. �ݺ�ߣ 13 shows an example of how the i-nexus software supports both the Hoshin X matrix and Scorecards. �ݺ�ߣ 15 identifies the critical role of the bowling chart in linking between the X matrix and action plans and its use a key management tool to track achievement and lack thereof against goals. �ݺ�ߣ 17 identifies "culture change" as a key barrier to effective Hoshin. Many of our customers do find that the greater transparency achieved with i-nexus can be seen as a threat. This needs to be managed carefully with problems (red traffic lights) seen as discussion points rather than failure. �ݺ�ߣ 22 provides an example of an A3 report. Many i-nexus customers find visual management of progress to be key to obtaining commitment to Hoshin. Finally slide 24 looks at the value of Hoshin countermeasures in enabling early identification and resolution of barriers to progress.

Deploying Hoshin Kanri as a Competitive Weapon from Grant Crow

]]> 10471 25 https://cdn.slidesharecdn.com/ss_thumbnails/i-nexuspresentation-pexconferencejan2013www-130805111843-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds presentation White http://activitystrea.ms/schema/1.0/post

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