Lack of alignment of company management creates a politically charged work environment wherein resources can be focused on competing inwardly, while external business factors seem to catch them off guard. Operating in a reactive mode typically means you are one step behind the competition and investing in defensive strategies, thereby diverting assets from growth strategies.
On the other end of the spectrum, some managers attempt to maintain an image that everybody is on the same page by discouraging diversity and encouraging total conformity. Holding cheerleading sessions were employees are required to recite the company’s mission statement or the “thought of the day” won’t reassure many employees that management has its act together. In this environment, creativity and continual improvement tend to languish, while employee cynicism thrives.
Alignment on where the company is going does not mean there shouldn’t be continual review of the best route. Four people going to lunch together may have different ideas on the fastest way to get to the restaurant, but must first agree upon where they are going to eat.
This document outlines a method and provides the fundamental steps in the deployment of a Hoshin Planning process with following objectives:
- Define a four-step process for Hoshin Planning Deployment
- Provide definitions for basic terms and concepts applied
- Outline possible links with other management programs
- Provide a foundation for a phased deployment
- Lay the groundwork for setting each employee’s goal, tied to a 10 year vision
