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ORGANIZATION MANAGEMENT

ORGANIZATION MANAGEMENT. Structured Planning / Hoshin Planning. Does your organization:. Have a beautiful strategic plan collecting dust Keep trotting out the same plan year after year having made little or no progress Have improvement projects working in twenty different directions

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ORGANIZATION MANAGEMENT

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  1. ORGANIZATION MANAGEMENT Structured Planning / Hoshin Planning

  2. Does your organization: • Have a beautiful strategic plan collecting dust • Keep trotting out the same plan year after year having made little or no progress • Have improvement projects working in twenty different directions • Seem unable to make progress on strategic objectives because real work gets in the way • Have a plan but never checks on progress or holds people accountable • Manage by opinion rather than fact • Have a great plan but nobody knows about it

  3. Hoshin Planning • The Hoshin planning process is a systematic approach to identify, sort and resolve issues requiring breakthrough improvement

  4. Business Fundamentals • Key processes that are used to manage the overall business and day-to-day activities • Sales forecasting • Supplier management • Production planning • Employee development • Customer complaint resolution

  5. Breakthrough Improvement • Reduce product failure rate 10X • Win the Malcolm Baldridge award • Achieve 25% market share in < $100 products • Reduce new product introduction time (lab proto to first shipment) to 12 months

  6. Annual planning CurrentPerformance BusinessPlan Gap Analysis BusinessFundamentals HoshinPlan

  7. Why separate business fundamentals planning from Hoshin planning? • People have a hard time balancing resources between urgent and important activities . . . urgent activities cause the most immediate pain

  8. Effective planning techniques • Identify critical few objectives • Evaluate resource constraints • Establish performance measures • Develop implementation plans • Conduct regular reviews • Take corrective action

  9. Plan linkage chart

  10. Hoshin plan elements • Situation • Objective and goals • Strategies and owners • Implementation items and owners • Performance measures and timeline

  11. Hoshin planning table

  12. Hoshin planning guidelines • Understand the situation and the causes affecting the objective before developing strategies to achieve the objective • Select the few critical strategies that are necessary and sufficient to achieve the objective • Do not exclude objectives/strategies because the necessary measures do not exist • Avoid Hoshin strategies that are tactical in nature • Identify a single owner for each strategy

  13. Planning guidelines - continued • Align plans between departments • Develop measurable goals and targets • Review the plan periodically • Management must create the appropriate environment for planning and conducting reviews

  14. 1 Top Management Functional Section Department 1.1 1.2 1.3 1.11 1.21 1.31 1.32 2 2.1 1.111 1.211 1.321 Cascading / linking Hoshin plans MANUFACTURING MARKETING R & D

  15. Cascading / linking Hoshin plans DivisionManager FunctionalManager SectionManager Objective Strategy (Goal) (Measure) 1 1.1 Objective Strategy (Goal) (Measure) Objective Strategy (Goal) (Measure) 1.1.1

  16. Determine skills required Develop training Deliver training Test / certify Revise job descriptions Quality personal service delivery Facility management Technology enhancement Coordinated marketing New definition of personal service Enhanced people skills Policy changes Procedure changes GOAL: To become the primary financial institution of its customers ATMCredit / debit cardsMortgagesOn-line banking Governance and strategy implementation p. 36

  17. Goals are established based on • Past performance data • Competitive environment • Customer expectations • Current and projected resources • Estimates of future performance • Need for improvement

  18. Identifying strategies • Strategies • How will we achieve the objective/goal • Owners • Who has responsibility for the achievement of each strategy • Performance measures • How will we track our progress on each strategy

  19. Equation of goals & strategies • Does the set of strategies equal the goal(S1 + S2 + S3 = Goal) • If an equation can not be established, revise/improve the plan • If objectives are not met, you can trace goal performance through the performance of the strategies • If objectives are not met, you can review the planning process

  20. Good performance measures • Use customer focused measures whenever possible • Use measures that can be checked periodically/frequently • Use normalized measures when possible (e.g. per person, per unit, per $) • Use dimensionless measures (ratios, %, etc) • Use judgmental measures where appropriate • Measure results rather than activities where possible

  21. Example performance measures • Manufacturing • % yield for product/process • # days work in process inventory • Research & Development • # months from investigation to first production • # design problems solved in Manufacturing • Marketing • % orders/forecast per product monthly • % deadlines met for new product introductions • Finance and MIS • # billing errors/invoice • # hours system up-time/week • Quality • % customer complaints/product • $ value of process improvements/improvement team

  22. Implementation plan

  23. Hoshin annual planning • Plan • Setting objectives, strategies, goals and performance measures • Developing detailed implementation plans • Do • Deploying plans through the organization • Check • Reviewing progress and plan execution • Act • Ensuring appropriate actions are taken based on results of the plans (i.e. corrective action on deviations)

  24. Review table

  25. Plan linkage chart

  26. Benefits of structured planning • Provides organization-wide focus; makes priorities obvious • Helps ensure consensus on issues and priorities • Aids coordination across departments and functions eliminating duplication of effort and misdirected action • Facilitates teamwork • Provides methodology for including customer needs • Clarifies responsibility and ownership • Allows better decisions and correction of significant problems

  27. Benefits of structured planning • Provides organization-wide focus; makes priorities obvious • Helps ensure consensus on issues and priorities • Aids coordination across departments and functions eliminating duplication of effort and misdirected action • Facilitates teamwork • Provides methodology for including customer needs • Clarifies responsibility and ownership • Allows better decisions and correction of significant problems Improves PlanningAssures Excellence in Execution

  28. Hoshin planning - summary • Planning for breakthrough improvement • Cascading/linking of Hoshin plans • Detailed implementation plans (strategies support objectives) • Robust reviews and corrective action

  29. Hoshin planning – summary 2 • We need everyone working on the right things • We need effective utilization of resources • We need to track our progress • We need to adjust to new situations … Focus, Orchestrate, Synchronize

  30. Assignment • Read BA 550 class packet: • Framing for Learning – Tech Implementation • How to Get Aboard a Major Change Effort • Case brief – Johnsonville Last names beginning with N - Z

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