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Winning strategies Wave riders

Winning strategies Wave riders. Team A3 Nick Tega Mine Henry Faizan. Outline. Definition of hoshin kanri Comparison between hoshin kanri, management by objective and balance scorecard How to minimize the disadvantages Policy deployment. HOSHIN KANRI.

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Winning strategies Wave riders

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  1. Winning strategies Wave riders Team A3 Nick Tega Mine Henry Faizan

  2. Outline Definition of hoshin kanri Comparison between hoshin kanri, management by objective and balance scorecard How to minimize the disadvantages Policy deployment

  3. HOSHIN KANRI “Deploy and share the direction, goals and approaches of corporate management to employees, and for each unit of the organisation to conduct work according to the plan. Then, evaluate, investigate, and feed back the results, or go through the cycle of PDCA continuously and attempt to continously improve the performance of the organisation.” Mizunode Eureka, W.E. & Ryan, N.E. (1990

  4. Step taken to minimize the disadvantages of HOSHIN KANRI Rigid implementation feedback Long term commitment Leadership : good communication Objectives must be stables during 5 years period Review periodically the strategies and change if it is needed

  5. Policy deployment Vision: “ kings of the European waters”

  6. Policy deployment Company strategic goals: Customer satisfaction Quality Reduce production cost Market share Effective supply chain

  7. Company strategic goals increase customer satisfaction by 25% through customer survey every three months. To have only 3.4 defects per million opportunities over 5 years period to reduce the cost of production and administrative cost by 17% over 5 years period

  8. Increase market share by 40% by measuring sales percentages against our competitors – joint ventures with local European companies Decrease the lead time from 10 days to 7 days from supplier to customer over a period of five years

  9. Marketing department 40% market share Invest in new technology that makes 100% our product recyclable to make an eco friendly product(implementation of CSR) forecasting An aggressive marketing campaign once every three mothns

  10. Production department Quality improvement DFSS and Six Sigma implementation Lower cost at production Speed at production Outsourcing

  11. Financial department High revenue rate Increase price by 2.5% upon entering the European markets Invest in a new financial software system

  12. Human resources High skill people Arrange training programs at every level Skill improvement

  13. Assumptions • If wave rider uses the hoshin kanri concept: • Able to monitor the break through activities • If you open new company • Understanding a long range direction • To make a vision reality • To monitor continuous improvement of the key business processes • The global economy is going to get better

  14. Any comments and question

  15. References Akao, Y. (2001). Hoshin kanri Policy deployment for succesfull TQM. Portland: productivity press. Jackson, T. (2006). Hoshin kanri for the lean enterprise, developing competitive capability and managing profit . New york : prodcutivity press. Sheridan, B. (2002). Policy deployment. Milwaukee: ASQC quality press. Tennat, C., & Robert, P. (2001, October). Knowledge and process management . Hoshin Kanri: a tool for strategic policy deployment . Eureka, W.E. & Ryan, N.E. (1990). The Process-Driven Business: Managerial perspectives on policy management. ASI Press, Dearborn, USA

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