Difference between revisions of "Hoshin Kanri"
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==Definitions== | ==Definitions== | ||
According to the [[Lean Manufacturing by Feld]], | According to the [[Lean Manufacturing by Feld]], | ||
| − | :[[Hoshin planning]]. A strategic decision-making tool that focuses company resources on a few (three to five) critical initiatives within the business and aligns these initiatives from top to bottom throughout the organization via specific goals, project plans, and progress reporting. | + | :'''[[Hoshin planning]]'''. A strategic decision-making tool that focuses company resources on a few (three to five) critical initiatives within the business and aligns these initiatives from top to bottom throughout the organization via specific goals, project plans, and progress reporting. |
:'''[[Policy deployment]]'''. See Hoshin planning. | :'''[[Policy deployment]]'''. See Hoshin planning. | ||
According to [[Managing Quality by Foster (6th edition)]], | According to [[Managing Quality by Foster (6th edition)]], | ||
Latest revision as of 20:33, 28 December 2020
Hoshin Kanri (alternatively known as policy deployment, Hoshin planning, and Hoshin planning process) is a strategic decision-making tool that focuses company resources on a few (three to five) critical initiatives within the business and aligns these initiatives from top to bottom throughout the organization via specific goals, project plans, and progress reporting.
Definitions
According to the Lean Manufacturing by Feld,
- Hoshin planning. A strategic decision-making tool that focuses company resources on a few (three to five) critical initiatives within the business and aligns these initiatives from top to bottom throughout the organization via specific goals, project plans, and progress reporting.
- Policy deployment. See Hoshin planning.
According to Managing Quality by Foster (6th edition),
- Hoshin planning process. A policy deployment approach to strategic planning originated by Japanese firms.
