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Lean+: Management by Policy (MBP, Hoshin-Kanri) Hoshin means “pointing direction” or “long-term policy” or “vision” or “target and means”. Kanri means “management” or “control” and is sometimes translated as “planning”. The statement might therefore be translated as “management by policy” or “management by vision expressed by targets and means”. Hoshin Kanri (often referred to in short as “Hoshin”) is one of the techniques of Total Quality Management (TQM, often called Total Quality Control or TQC in Japan), as a system of quality control and quality assurance techniques driven by Continuous Improvement activities focused on corporate vision and policy. The term Hoshin Kanri has been created to concisely describe the structural changes associated with the introduction of many tools that were similar in principles to a combination of “western equivalents” of Statistical Process Control (SPC), Quality Function Deployment (QFD) and Total Quality Management (TQM). Hence the Western equivalence suggested for Hoshin Kanri was Management by Policy (MBP) or Management by Policy Deployment (MBPD). Like many other elements of Toyota Production System (TPS) Hoshin follows the PDCA (Plan - Do - Check - Act) principle of Continuous Improvement. It is pursuing the belief that the results of proper planning which reflects corporate vision and unifies employees behind it will have always a positive impact on the bottom line.
CONSULTING PROFILE QUEXX consultants were trained by Toyota Motor Corporation, a World leader in Continuous Improvement / kaizen and other, related techniques of Toyota Production System, such as Hoshin Kanri. We researched, designed and introduced Hoshin techniques to various industrial environments.
SCOPE OF SERVICES: · Establishing the Vision, the Quality Policy, and related goals/objectives. · Planning of long (i.e. 5-10 years) and medium (i.e. 1-year) management strategies. · Collecting and analysis of performance data; reasons for deviation from targets; internal and external forecasts. · Planning the policy, the means to reach the targets and priorities. · Setting the control items (allowing measurement of progress), the frequency and method of control. · Deploying the policy and respective targets throughout the company. · Triggering the control items. · Implementing the policy plan (the implementation will be customised). · Analysing the results of implementation through evaluation and comparison of the targets with actual results. · Conducting reviews with the top management, focusing on cross-functional coordination. Conduct overall year-end evaluation. · Preparing periodic Status Reports.
TRAINING: · a company-wide Quality Management driven by policy and related objectives · systematic follow up on the progress driven by the corporate Policy · achievement of medium and long term management plans and objectives · repetitive PDCA (Plan-Do-Check-Act) cycle of Continuous Improvement activities · short-term activities conducted with focus on long term plans and Policy · development of realistic targets, means to achieve them, and deployment of both · planning, implementation and review process for the managed change . management structure that supports the desired performance levels |
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