Joel Stanwood: Where to start with Hoshin Kanri in a not-yet-lean company?
A mid-sized manufacturing company is finalizing its strategic plan and believes that it is time to begin Hoshin Kanri. The company is not currently operating as a Lean Enterprise -- functional silos create significant amount of waste which results in poor product/service quality and high cost to serve. Additionally, different departments and regions of the company are "pulling in different directions." What advice, resources, and lessons learned can you provide to the managers of this company to successfully organize and deploy Hoshin?
Posted on April 27, 2013
Author Archive
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Sebastian Fixson: How does an organization build the appropriate culture such that problems (failures, mistakes, …) are seen as opportunities for improvement of the organization rather than opportunities for individuals to lose face, their job, etc.?
By Sebastian Fixson, Co-author of 'The Power of Integrality & Evolving models of supplier
involvement in design'
- Last updated: Sunday, June 13, 2010
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The negative press that Toyota recently received in association with the recalls, made me think about an issue that on one hand seems to be central to lean, but on the other is very difficult for many organizations to actually do. That is: confronting ‘problems.’ As earlier blog entries discussed, there are two ways of looking at something like Toyota’s plant closure announcement: (i) It simply is the extension of Toyota’s commitment to ‘stop the line’ when a problem is detected to find the root cause no matter how expensive, or (ii) the size of the expense for the plant ... 
Sandrine Olivencia