전체상품검색Lean Manufacturing Strategies Approach: Aligning Vision with Daily Ope…
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작성자 Roy Pell 댓글 0건 조회 10회 작성일 25-04-13 23:57본문
H-kanri which is commonly known as Japanese Strategic Methodology, is a strategy management methodology developed at the Toyota Motor Corporation in the 1950s. The term 'Hoshin' means 'geminate harmony' in Japanese. This strategy is often used in conjunction with the lean manufacturing strategies.
This strategy planning methodology targets an improvement effort at a lower level that results in higher level organizational benefits for the organization. The systematic Hoshin Kanri method is built upon four main components.
1. Aikainin - which are customer-focused; improving customer satisfaction by offering improved quality.
2. Tsujin-in - reducing waste by optimizing current processes through reducing cycle times.
3. Ika in which, in terms of reducing costs by improving resource effectiveness through waste reduction.
These main components are at the heart of the Hoshin Kanri methodology. They provide a methodical approach for planning an organizational vision. Hoshin Kanri methodology integrates all members of a company and improves production processes through a process of planning, control, and regular review and continuous improvement.
The methodology promotes thinking ahead with an idea from a macro perspective. Ideas are sourced by operational employees. The employees are offered professional development to become more familiar with the executive leadership. The vision is aligned with the company's key strategic goals. It highlights strong communication practices with management strategies.
The Hoshin Kanri approach gives the opportunity management to include input from their operation team which helps share knowledge and ideas at every level. This provides a more positive action being taken at the organizational level.
In a company, after understanding the strategy with the Hoshin Kanri methodology, an action strategy is created. This plan is sent to all departments for implementation. Regular meetings take place to evaluate progress.
To start with a new Hoshin Kanri strategy or methodology, the approach that should be taken is deciding a focused vision that everyone interprets in the company. After approval, provide an infrastructure and rules for conducting and implementing the Hoshin Kanri methodology. Follow with funding that encourages team members to be problem solvers, and provide support as needed to train.
This strategy planning methodology targets an improvement effort at a lower level that results in higher level organizational benefits for the organization. The systematic Hoshin Kanri method is built upon four main components.
1. Aikainin - which are customer-focused; improving customer satisfaction by offering improved quality.
2. Tsujin-in - reducing waste by optimizing current processes through reducing cycle times.
3. Ika in which, in terms of reducing costs by improving resource effectiveness through waste reduction.
These main components are at the heart of the Hoshin Kanri methodology. They provide a methodical approach for planning an organizational vision. Hoshin Kanri methodology integrates all members of a company and improves production processes through a process of planning, control, and regular review and continuous improvement.
The methodology promotes thinking ahead with an idea from a macro perspective. Ideas are sourced by operational employees. The employees are offered professional development to become more familiar with the executive leadership. The vision is aligned with the company's key strategic goals. It highlights strong communication practices with management strategies.
The Hoshin Kanri approach gives the opportunity management to include input from their operation team which helps share knowledge and ideas at every level. This provides a more positive action being taken at the organizational level.
In a company, after understanding the strategy with the Hoshin Kanri methodology, an action strategy is created. This plan is sent to all departments for implementation. Regular meetings take place to evaluate progress.
To start with a new Hoshin Kanri strategy or methodology, the approach that should be taken is deciding a focused vision that everyone interprets in the company. After approval, provide an infrastructure and rules for conducting and implementing the Hoshin Kanri methodology. Follow with funding that encourages team members to be problem solvers, and provide support as needed to train.
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