Hoshin Kanri

Hoshin Kanri
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"Hoshin kanri is a method devised to capture and cement strategic goals as well as flashes of insight about the future and develop the means to bring these into reality."[1] Also called Policy Deployment or Hoshin Planning, it is a Strategic planning/Strategic management methodology, developed by Dr. Yoji Akao, thatuses a Shewhart cycle (Plan-Do-Check-Act) to create goals, choose control points (measurable milestones), and link daily control activities to company strategy.[2]
The discipline of hoshin kanri is intended to help an organization:
* Focus on a shared goal
* Communicate that goal to all leaders
* Involve all leaders in planning to achieve the goal
* Hold participants accountablefor achieving their part of the plan
It assumes daily controls and performance measures are in place. "With hoshin kanri... the daily crush of events and quarterly bottom-line pressures do not take precedence over strategic plans, rather, these short-term activities are determined and managed by the plans themselves."[3]
In Japanese, hoshin means shining metal, compass, or pointing thedirection, kanri means management or control.[4] The name suggests how hoshin planning aligns an organization toward accomplishing a single goal.
Key proponents/practitioners of hoshin kanri include:
* Toyota
* Bank of America
* GOAL/QPC
* Hewlett Packard
Contents[hide] * 1 Notes * 2 See also * 3 Articles * 4 External links |
[edit] Notes
1. ^ Akao, Yoji, ed. (Jap: 1988,Eng: 1991) (in English(tr. from Japanese)). Hoshin Kanri, policy deployment for successful TQM. New York: Productivity Press (Originally Japanese Standards Association). pp. xiii. ISBN 1-563273-11-X. http://books.google.com/books?id=hmAsDAVO-IEC&printsec=frontcover. 
2. ^ Akao, Yoji, ed. (Jap: 1988, Eng: 1991) (in English(tr. from Japanese)). Hoshin Kanri, policy deployment for successfulTQM. New York: Productivity Press (Originally Japanese Standards Association). pp. xiv. ISBN 1-563273-11-X. http://books.google.com/books?id=hmAsDAVO-IEC&printsec=frontcover. 
3. ^ Akao, Yoji, ed. (Jap: 1988, Eng: 1991) (in English(tr. from Japanese)). Hoshin Kanri, policy deployment for successful TQM. New York: Productivity Press (Originally Japanese Standards Association). pp. xiv. ISBN1-563273-11-X. http://books.google.com/books?id=hmAsDAVO-IEC&printsec=frontcover. 
4. ^ Akao, Yoji, ed. (Jap: 1988, Eng: 1991) (in English(tr. from Japanese)). Hoshin Kanri, policy deployment for successful TQM. New York: Productivity Press (Originally Japanese Standards Association). pp. xiii. ISBN 1-563273-11-X. http://books.google.com/books?id=hmAsDAVO-IEC&printsec=frontcover.http://en.wikipedia.org/wiki/Hoshin_Kanri
HOSHIN KANRI:
Método de Planeación Estratégica

Esta metodología puede ser traducida de diversas maneras: “Administración por Políticas”, “Planeación Hoshin” , “Despliegue de políticas”, o de forma mas completa “despliegue de medios para alcanzar los objetivos”.

Hoshin en japonés significa metal brillante; brújula o simplemente señalar una dirección;mientras que Kanri significa administración o control. La dirección Hoshin es una herramienta que integra consistentemente las actividades de todo el personal de la empresa de modo que puedan lograrse metas clave y reaccionar rápidamente ante cambios en el entorno. Esta disciplina parte de la idea que en toda empresa se enfrentan fuerzas que se orientan en diferentes direcciones, surgiendo entoncesel desafío de reorientarlas hacia un mismo objetivo.

La dirección Hoshin, bien difundida a través de las empresas japonesas a partir de los años 60 pasó a ser uno de los principales componentes de la Gestión de Calidad Total
(TQM).

OBJETIVOS DEL HOSHIN KANRI
Los principales objetivos de Hoshin son:
* Integrar a todo el personal de una organización hacia los objetivos clave utilizando...