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HoshinKanri:CreatingaStrategyDeploymentPlanthatGetsResults
WebinarDecember5,2013
2013TheKarenMartinGroup,Inc.
Welcome! Argentina Australia Canada Denmark France GreatBritain Israel India Latvia
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2013TheKarenMartinGroup,Inc.
Coach/Facilitator/Consultant/Trainer:LeadLeantransformations&developpeopleacrossallindustries.
Teacher:UniversityofCalifornia,SanDiego Author&Speaker:
KarenMartin,PresidentTheKarenMartinGroup,Inc.
www.ksmartin.com
3
2013ShingoPrizewinner!
2013TheKarenMartinGroup,Inc.
UpcomingWebinars
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2013TheKarenMartinGroup,Inc.
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Beforethewebinar Thematerialsareavailableon:
www.ksmartin.com/files/webinarmaterials/MMDDYYYY_slides.pdf(or_handout.pdf)
2013TheKarenMartinGroup,Inc. 6
2013TheKarenMartinGroup,Inc.
RequirementsforExcellenceinANYEndeavor
7
TopurchaseShingoawardwinningTheOutstandingOrganization:www.amzn.to/VSMbk
2013TheKarenMartinGroup,Inc.
*Pollof700+Subscribers
70%Organizationisattemptingmorethanor
significantlymorethanwecanreasonablyhandle.*
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2013TheKarenMartinGroup,Inc.
Booz&CompanyFindings
0%
10%
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50%
60%
70%
80%
90%
Nowrittenpriorities
Conflictingpriorities
Competingdemands
82%
64%
49%
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2013TheKarenMartinGroup,Inc.
Sporting Goods Manufacturer Product Launches Per Year
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PreFocus PostFocus
73
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Noadditionalresources;higherqualityproductslaunched
2013TheKarenMartinGroup,Inc.
FocusLaw#1:STOPDOING
FocusLaw#2:DOFEWERTHINGS
ATONCE
2013TheKarenMartinGroup,Inc.
AKeytoApplesSuccess?
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sayingnoto1,000thingstomakesurewedontgetonthewrongtrackortrytodotoomuch.Werealwaysthinkingaboutnewmarketswecouldenter,butitsonlybysayingnothatyoucanconcentrateonthethingsthatarereallyimportant.
SteveJobs
2012KarenMartin&Associates,LLC
2013TheKarenMartinGroup,Inc.
WhatisYourImprovementStrategy?
15
2013TheKarenMartinGroup,Inc.
AnnualHoshinPlanning(StrategyDeployment)
BuildsconsensusaroundTRUENORTH. Createsorganizationalfocusonwhatmattersmost
ForFurtherStudy
2013TheKarenMartinGroup,Inc.
ValueStreamMapping
StrategyDeployment(HoshinKanri)
orA3
DailyImprovement,Projects,&RapidImprovementEvents
BuildingPDSACapabilities
2013TheKarenMartinGroup,Inc. 19
Develophypothesis
Conductexperiment
Measureresults
RefineStandardizeStabilize
2013TheKarenMartinGroup,Inc.
StrategyDeployment(HoshinKanri)XMatrix
2013TheKarenMartinGroup,Inc.
UsingA3forStrategyDeployment:UndergoingMother(macro)andBaby(micro)PDSACycles
21
Whatsthegap? Whatspreventingusfrommeetingtargets? Why? Whatactionsdoweneedtotake?
2013TheKarenMartinGroup,Inc. 22
QuarterlyUpdate:Q120XX
20XXActual 20XXTarget 20XXActual Goal SuccessMetric Owner Initiative/Priority/ProjectABCDEFABCDEFABCDEFABCDEFABCDEFABCDEF
Performance,Gaps,andTargets ThisYear'sActionPlan
CurrentBusinessConditions
Rationalefor20XXPlans
FollowUp/UnresolvedIssues
TemplateisprovidedcourtesyofMattWryewww.beyondlean.com
StrategyDeploymentPlanFiscalYearXX
Explainhowthecurrentbusinessconditionswillaffectyourplansforthecomingyear.
MissionTypethemissionthatistryingtobeachievedbytheorganization.
Reflectionofthecurrentbusinessconditionsthatcouldcauseworkneededtobedoneorworkthatneedstostop.Whatwillbedrivingthisyearswork?
Anythingfromthecurrentthatneedstobecarriedovertothenextyear.Why?
LastRevised:XX/XX/XX
2)
3)
4)
5)
6)
1)Metric
WillbeavailablefordownloadbyThursday,December12 www.ksmartin.com/downloads
2013TheKarenMartinGroup,Inc.
HoshinLiteAnnualWorkPlan
PRE Gainclarityaroundoverarchingbusinessneeds.
1. List everythingyoucould do(andthatyouare doing).2. Categorizeinto:
Mustdo,cantfail Maybe Eliminate Delay(nextfiscalyear)
3. Decide whatyouwilldo;gainconsensus.4. Prioritize andcreateplan.
POST Manageplanviaweeklyupdates(maybeabletoreducetomonthlyreviews butbecareful!).
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2013TheKarenMartinGroup,Inc.
PLANDEVELOPMENTPREWORK
Gainclarity(andconsensus)aroundbusinessneeds.
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Whatmatters?Towhom?Why?
2013TheKarenMartinGroup,Inc.
PLANDEVELOPMENTPREWORKReflectontheorganizationscurrentperformance&
itspositioninthemarketplace/community.
Wherearewehavingproblems?
26
Whatopportunities
canweleverage??
2013TheKarenMartinGroup,Inc.
PLANDEVELOPMENTPREWORK
Gatherlistsof: Allactiveprojectsandinitiatives Allstalledprojectsandinitiatives Allplannedprojectsandinitiatives Alldesiredprojectsandinitiatives Allstealth/rogueprojectsandinitiatives
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2013TheKarenMartinGroup,Inc.
StrategyDeployment:
Themechanicsofa23dayplanningsession
2013TheKarenMartinGroup,Inc. 29
Mustdo
Eliminate
Maybe
Delay
1. Listwhatyoucould doon3x6postits(activeorplannedinitiatives,projects&improvementactivities).Gainconsensus.
2. Categorizethem(placepostitonappropriatepage.Gainconsensus.
3. Decidewhatyouwill do.(Movemaybesontooneoftheotherthreepages.)Gainconsensus.
LabelFourFlipChartPages&HangonWall
2013TheKarenMartinGroup,Inc. 30
Mustdo
Eliminate
Maybe
Delay
Step4Decidewhatyouwill do;CreatePlan
2013TheKarenMartinGroup,Inc.
PrioritizationGrid
Low HighAnticipated Benefit
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2013TheKarenMartinGroup,Inc.
PACEImprovementPrioritizationGrid Example
Low HighAnticipated Benefit
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2013TheKarenMartinGroup,Inc.
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PotentialBenefit
PrioritizationGrid Highestpriority
SeeTheOutstandingOrganization,p.83foranextensivelistofprioritizationconsiderations.
2013TheKarenMartinGroup,Inc.
www.ksmartin.com/TOOSeeTheOutstandingOrganization,p.83foralistofprioritizationlistconsiderations
Chart Title
Number of Items 54
Item NameOrganizational
Benefit Execution EaseDegree of Urgency*
Item 1 9 1 1Item 2 7 3 2Item 3 5 5 3Item 4 3 7 4Item 5 1 9 5
* Degree of urgency is indicated by bubble size.
The Outstanding Organization: Achieving Focus
Prioritization Chart 1) Enter the title of the chart in Cell B2 2) Enter the number of items (e.g. projects, improvement activities, etc.) in cell B4
3) Enter the item name and ranking information into A8-D8 and so on.
To use this Template:
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OrganizationalBenefit
Prioritization Chart
FreeDownloadableExcelPrioritizationChart
2013TheKarenMartinGroup,Inc. 35
1.Increasesales5%.3.Achieve10%profit.
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec IT Mktg Ops HR Bob Fin PE Pario COMDirect
CDs/AMs
PDRec
PDMgmt
BMD SWS
2 3,500units soldby12/31/2013throughal l channels (approx.$700K)
X X X X X X X X X X X X Bob Dana 2 3 3 3 2 3 3 1 1 3 3 1 3
11 Develop&del ivertra iningtotop50Dealers X X X X X X Bob Rex/Tim 3 3 3
21 Revisedcourse materia ls by6/30/2013 X X X Bob JoshR? 2 3 3 2 2
5Education:1school dis trictspec'd/underperformingCOMdis tributor(25)by12/31valuedatmin$35Keach
X X X X X X X X X X X X Howard Michael S 1 3 2 3 3
810newdea lers onboard(net)($500Kperdealerthis year)
X X X X X X X X X X X X Howard Mike B 2 3
95newdis tributors bringing$200Kannual rev(&5terminated)
X X X X X X X X X X X X Howard Howard 1 1 1 2 3
17 10projects spec'dby12/31;$300Krevby12/31 X X X X X X X X X X Howard Dana 1 3 3 3
29 20byyearend X X X X X X X X X X X X Howard MarkH 2 3 3 3
32 TBD X X X Howard Howard
33 TBD X X X X X X X X X Howard Howard
10Useful reportingandmetrics are establ i shedandinplace
X X Jim Randal l 3 1 1 1 1 1 1
30 TBD X X X X X Jim Josh 3
31 TBD X X X X X X Jim Josh 1 1 1 3 1 1 1 1 1 1 1 1 1 1
25 TBD Jim Shannon 3 3 1 1 1 1 1
26 System7.0's inplace X X X Jim Randal l 3 2 1 2 1
15100%accurate payrol l ;100%managementsati s factionatApri l mgmt.meeting
X X X Josh Phyl l is 1 3
20Internettaskl i s ti s s impl i fiedandstreaml inedforPDs thenplani s rol ledouttoPDs
X X X X Michael M Michael M 2 3 2 3
22Des ignCalculatori s updatedsuccess ful lyandrol ledout
X X X Neal l MattD 3 1 1 3 2 2 3
24 Competi tive Analys is complete anddistributedforuse X X X Neal l Dana 2 3 3 3 3 3 3
1 Des ignchangedtosolve delami ssue longterm X X X X X Susan DavidR 3 2 3
12 30parts sourcedinU.S.;completedplanformanagingChina sourcedparts
X X X X X X Susan Shannon 3 3 2 2
13 Warehouse la idout;kanbanrevised;Sysproimplemented
X X X Susan Shannon 3
14 Layoutcomplete;equipmentins ta l led X X X Susan David R 3 3
X=Planned
2013Priorities
2013Goals&Objectives4.Improvemorale(metricTBD).2.Achieve50%grossmargin. Created:011413
Revised:LevelofEffort/InvolvementRequired
Priority GoalorMeasurableObjective ExecOwner
Planreviewdates:
TacticalOwner
=Actual
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ModifiedStrategyDeploymentAnnualPlan
2013TheKarenMartinGroup,Inc.
POST:PlanManagement
Weeklystatusmeetingstostart,then2xamonth,thenmonthly(requiredattendance). Focus:howtoturnyellow&reditemsintogreen. Expectation:Fullteamhelpsremoveobstacles. Tone:supportivebuttough.
Visibilitymatters:postprogressphysically! Planisadaptedtochangingconditions,butavoidOrgADD(organizationalattentiondeficitdisorder)andfallingpreytounnecessarydistractions.
36
2013TheKarenMartinGroup,Inc.
StrategyDeployment:
Necessaryleadershipbehaviorsandculturalshifts
2013TheKarenMartinGroup,Inc.
Necessaryleadershipmindset&behavioralshift:
FROM:Wehavealltheanswers.TO:Whatdoyouthink?
2013TheKarenMartinGroup,Inc.
StrategyDeploymentKeyFeature:Catchball
39
ExecutiveTeam
What?How?Who?When?
SeniorMgmt
What?How?Who?When?
MiddleMgmt
What?How?Who?When?
FrontlinesWhat?How?Who?When?
Year1
Year2
Year3
2013TheKarenMartinGroup,Inc. 40
Goingtothegembahasbeenlifechangingformeasaleader.
GinnyCattaneo,Sr.VP,FranklinTempletonInvestorServices
2013TheKarenMartinGroup,Inc.
CascadingGoalsistheMeanstoOrganizationalAlignment
Organization
Division/BusinessUnit
Department
Individual
Individual
Department
Individual
Individual
Division/BusinessUnit
Department
Individual
Individual
Department
Individual
Individual
Division/BusinessUnit
Department
Individual
Individual
Department
Individual
Individual
42
84.886.3
90.693.0
95.2
105.9
80.0
87.0
94.0
101.0
108.0
115.0
FY '06 FY '07 FY '08 FY '09 FY '10 YTD '11
Productivity (Pounds Produced / Hr Worked)
PactivImplements
Strategy Deployment
2013TheKarenMartinGroup,Inc.
Rockwell Automation
43
20
12
3
12
0
5
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15
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25
PreFocus PostFocus
ProjectsStarted
ProjectsCompleted
2013TheKarenMartinGroup,Inc. 44
ClarityConsensusCourageCommitment
2013TheKarenMartinGroup,Inc.
AvoidingtheShinyBallSyndrome(OrganizationalADD)Requires
Clarity aboutwhatreallymatters&organizationaldirection.
Consensus abouthowbesttogetthere.
Courage toactivelychoosetonotdoornotdonow.
Commitment tostickwiththeplan.
FromtheFocuschapter:TheOutstandingOrganization,KarenMartin
2013TheKarenMartinGroup,Inc.
KarenMartin,President7770RegentsRoad#635SanDiego,CA92122
858.677.6799
46
ForFurtherQuestions
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2013TheKarenMartinGroup,Inc.
YourQuestions
HowcanwerelateHoshinKanritotheBalancedScorecardMethodforstrategicmanagement/measurement?(Ahmad)
Howdoesthisworkinahighlysiloedorganization?(Anne)
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