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Course Summary

The Hoshin Kanri Strategy Deployment Workshop equips leaders across all organizational levels with practical tools and frameworks to effectively develop, align, and execute strategic goals through a structured process, fostering accountability and organizational alignment.

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Event Details

24 hours (6 x 4-hour sessions over 2-3 weeks)
Combination lecture and classroom exercises
Available at QSG’s training facilities, on-site at your organization, and virtually

Description

Many leaders face difficulty not in creating a strategy, but in seeing it through—especially in distributed teams. This course provides a solution by guiding you through the hoshin kanri process (strategy development and deployment), ensuring your team stays on track toward achieving annual objectives. Get practical takeaways, not just theories, that empowers you to apply new skills as you progress. Leave with a clear framework to overcome common execution obstacles, ways to engage every level of your organization, and learn how to break down strategic goals into actionable steps.

By participating, you will benefit from a combination of instruction, coaching, and peer learning, creating a rich environment where you can practice, reflect, and refine your approach to strategy deployment.

Who Should Attend

A Hoshin Kanri workshop should be attended by individuals from across all levels of an organization, including senior leadership, middle management, team leaders, and subject matter experts, as the goal of Hoshin Kanri is to align strategic goals and priorities across the entire company, ensuring everyone understands their role in achieving the overall vision.

Learning Objectives

  • Explain the fundamental framework for Hoshin Kanri – Learners will be able to clearly describe the key components and stages of the Hoshin Kanri process.
  • Identify the conditions necessary for successful execution of Hoshin planning and alignment in an organization – Learners will list and evaluate the critical factors that contribute to effective Hoshin planning and organizational alignment.
  • Create a structure of PDCA (Plan-Do-Check-Act) at both individual and corporate levels – Learners will design a PDCA cycle and demonstrate its application in both personal and organizational contexts.

Course Outline

  • The Kaizen Philosophy
    • An important History of Toyota and Kaizen
    • Traditional vs. Best-in-Class Companies
    • Innovation vs. Continuous Improvement
    • Creating an Improvement (Kaizen) Culture
  • The Executive Leadership Dilemma
    • The Ultimate Goal for C-Level Execs
    • Key Challenges and Issues to Overcome
    • Improving Today to Fuel Tomorrow
  • Overview of Hoshin Kanri
    • What Is Hoshin and What Does It Do?
    • Why Use It and How Is It Different?
    • How Does It Work (Simple vs. Complex)?
    • How Does It Compare to Other Models?
  • Key Principles of Hoshin Kanri
    • The PDCA Approach in Hoshin
  • Cascading Priorities (Annually)
    • Shifting from Planning to Deployment
    • Clarifying Objectives at all Team Levels
    • Accountability / X-Matrix – Good vs. Bad
  • The “Catchball” Process for Alignment
    • Functional Leaders vs. Key Thinkers
    • Catchball through the Levels of an Org.
    • 4 Ways to Conduct “Catchball” Discussions
  • Executing Strategic Priorities
    • Prioritization & Sequencing
    • Gaining Authority to use Resources
    • Conventional & KPI Linked Action Plans
    • Developing “Strategy Experts” using A3 Thinking
  • Managing Non-Execution
    • 4 Levels of Hoshin Review
    • KPI Definition Sheets & Bowler Charts
    • Countermeasures and Root Cause Correct Action

Prerequisites

• Knowing the core elements of the Hoshin Kanri process • Familiarity with the organization's strategic plan • Ability to interpret data and use it to inform decision-making related to strategic objectives • Awareness of different departments within the organization and how they interrelate to achieve strategic goals • As Hoshin Kanri involves cross-functional teams, the ability to work effectively with others is crucial

Instructors

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