Menu
Log in

Linking Top to Bottom: Using Hoshin Planning for Strategy Development

Kristine Nissen Bradley, Principal, Firefly Consulting, Austin, TX, USA

Keywords: Hoshin Planning, Strategy, Strategic Planning

Industry: All

Level: Basic

ABSTRACT

There are three common challenges associated with Lean Six Sigma deployments that may not seem connected at first glance but potentially have the same root cause.

The first—one of the most common complaints heard about deployments—is a disconnect between Lean Six Sigma and business priorities, results that senior executives care about. This failure mode arises when the streams of “strategy development” and “project selection” operate independently of each other or when the links between them are unclear.

The second problem often occurs in companies that have pockets of success with their deployments. Eventually, they realize that what any successful department or process can achieve is limited by the quality and productivity of other business units. That is, poor performance in some other part of the organization puts a low ceiling on what the successful deployment areas can achieve.

The third problem is seen when different parts of an organization have very different operational needs. A classic example is in companies that have new product development activities whose timelines are either much longer or much shorter than the annual, four-quarter cycle that other departments use. In these situations, balancing the use of resources is particularly tricky, and design projects can get shortchanged unless the organization can recognize and resolve conflicts in a timely manner.

Do you see the common thread here? All of these problems are symptoms of poor connections between different parts of an organization. Or, looked at another way, these problems can be resolved if the organization can make better connections between its moving parts: between strategic priorities and frontline projects; between functions along a value stream; between teams that compete for limited resources.

Making these kinds of connections is the purpose of Hoshin Planning. It helps organizations establish links between broad strategies, priorities for each division or department, and ultimately individual projects. Along the way, each piece of the puzzle gets to see how its priorities and goals contribute to the goals of each other piece, and how they all fit together to create strategic direction.

This presentation will cover the basics of Hoshin Planning, provide guidance on how to get started and communicate through examples the value of using the methodology.

Call for Proposals

Proposal Submission Deadline:
October 11, 2019

Acceptance notification date:
November 11, 2019

Early Registration Deadline:
February 11, 2020

Please make sure to review and prepare the material needed before you start the on-line Proposal Submission Form. Click here to see Proposal Submission Guidelines.

Who May Submit: This online form may be used by a principal speaker, co-speaker, contact person, or a committee member submitting on behalf of a speaker.

Multiple Proposals: You may submit multiple proposals.

Conference Registration Fee:
The conference registration fee is waived for the principal speaker of accepted proposals. Speakers are responsible for their travel expenses and arrangements. Co-speakers will receive a 30% discount for the conference that they are presenting at.

Length of Presentations: Technical sessions are typically 35 minutes. There will be a limited number of "double" sessions, 70 minutes, at the end of each day.

You will need the following to submit a proposal

Proposal Title: Maximum 80 characters including spaces. 

Keywords:Please include three keywords with a maximum of 100 characters, including spaces. 

Industry Sector: Please select the most relevant Industry sector for the proposal from a list.

Abstract: The Abstract should be 1,500 to 5,000 characters (note that it is Characters, NOT words), including spaces.

Biography: The Biography must be 1,500 to 5,000 characters, including spaces.

Public Profile: LinkedIn or Public Profile for link for the Principal Speaker: 

Speaker's Photo (optional)

Sample Video (optional)

Government Organizations




Corporations

““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““
““
““ ““ ““ ““ ““ ““
““ ““
““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““ ““
““ ““ ““ ““ ““

© Copyright 2019 American Quality Institute. All Rights Reserved.

Log in