Hoshin Kanri is a strategy deployment approach that is popular with organizations using the Lean or Six Sigma business methodology and others that commit to continuous improvement. The object is to define the organization’s “True North” and drive toward it, reaching breakthrough goals while still managing daily incremental improvement. When properly executed, organizations have used it to improve profitability, sustain growth, enter new markets, and deliver innovative new products to customers. (If you are not familiar with the approach, you can learn more about it in this post.)

As useful as Hoshin Kanri can be, it doesn’t always work. We’ve seen some organizations achieve great success and others give up in frustration.

While every organization is different, here are some of the common problems we see when Hoshin planning hits a dead end.

If you are considering a Lean management system to boost your efforts at continuous improvement and waste reduction, it’s a smart move. Technology helps bring people together, ensure accurate data, collect organizational knowledge, and speed the progress of Lean projects. It also gives leaders greater insight into the health of Lean across the entire organization.

We’ve helped scores of companies get up and running on a Lean management system and have learned the keys to success. If you follow these tips, you’ll set yourself up for smooth sailing.

We saved this post for a couple of weeks into the New Year to give everyone a chance to get their exercise/weight loss/financial planning resolutions out of the way. Hope it’s all going well - but 98.9% of all New Year’s resolutions fail by February.

Ha, just kidding, I just made that up. But it rings true doesn’t it?!?

Why is changing habits so hard?

Certainly, unrealistic expectations are part of the problem. (You’re not going to lose 57 pounds by Marcia’s wedding in March.) But another part of the problem is that people focus on the “what” far more than the “why” and “how.”

That’s why we are going to focus on exactly why these resolutions will help you achieve your process improvement goals and how you can do it. These are a few simple, achievable, and measurable steps you can take to make 2019 a breakthrough year for continuous improvement.

Many of the continuous improvement tools and techniques that we write about in this blog originated in the manufacturing industry. This makes a lot of sense because mass manufacturing is, by definition, the production of large quantities of standardized products, frequently utilizing assembly line technology. The whole goal is to create large numbers of similar products efficiently. Statistical process control is necessary in order to achieve acceptable quality results at a predictable pace.

However, the application of statistical methods of process control provides a better understanding of the behavior of any operation. This is an essential piece of management information that is required for making smart decisions about process improvements regardless of the type of process. In addition, the use of statistical methods also provides valuable insight to the employees who are working the process.

Fortunately, one does not need a deep understanding of statistical theory or mathematics in order to apply statistical measurements to improve quality and productivity. The approach can be useful to almost any organization, regardless of the industry.

If you are considering investing in Kaizen software, congratulations! It has the potential to bring your team together around improvement, accelerate the pace of positive change, and demonstrate the power of improvement work. But not all solutions are created equally. Some Kaizen software has limited functionality and some project management solutions try to pass themselves off as improvement technology. But don’t worry. We’ve assembled a master list of what you should look for when evaluating Kaizen software.

Gemba walks are an increasingly popular management technique. By visiting the place where work is done, leaders gain valuable insight into the flow of value through the organization and often uncover opportunities for improvement and learn new ways to support employees. The approach is a collaborative one, with employees providing details about what is done and why.

DMAIC (Deh-May-Ick) is one of the most important tools in the continuous improvement toolbox. It is most closely associated with the Six Sigma methodology, but it is also used by those who practice Lean or don’t subscribe to a methodology at all. The reason that DMAIC is so popular is that it is a problem-solving framework that takes teams from discovering root causes to long-term, stable standard work. It is a repeatable process that employees can learn to apply to any number of process problems.  

DMAIC stands for Define, Measure, Analyze, Improve, and Control.  Motorola is credited with bringing it to prominence, although it was essentially an evolution of the improvement methodology used by Toyota.

A deeper dive reveals why it works so well.

I recently joined a few of my family members on a trip to Disneyland. My 9-year-old niece from Utah was among the group. She’d never been to California before and had never seen a palm tree. She was fascinated by them, but also a little angry. “Why don’t we have trees like this at home?” she asked. I’m no botanist, but I explained to her that different plants grow in different places because they need certain conditions to thrive. The temperature, soil composition, humidity, rainfall, and other factors create the environment that determines what vegetation will take root. That’s why you don’t see cacti in a swamp, or tomatoes in the desert.  

Over the years we’ve spent working with organizations interested in positive change, we’ve seen time and time again, that much like palm trees, continuous process improvement (CPI) needs certain conditions to flourish. Fortunately, you don’t have to rely on Mother Nature to create a conducive atmosphere. If you are just beginning your CPI journey, or if you are struggling to achieve results, make sure that these crucial prerequisites are in place.

If you’ve never heard of an “obeya,” you’ll want to check out our VP of Improvement & Innovation Mark Graban interviewing Dr. Michael Johnston, Vice President Corporate Operations at Carolinas Healthcare System on the KaiNexus podcast.

As Johnston explained, Carolinas HealthCare System has been on an improvement journey for about eight to nine years, beginning with hiring consultants for some traditional project work before deciding to create its own internal continuous improvement department.

Johnston came to Carolinas HealthCare System about four and a half years ago, and soon after was asked to take over that continuous improvement department, which is called the Performance Excellence Center (PEC). At that time he noticed the department was divided into separate functions - including projects, six-sigma type work, traditional Rapid Improvement Events (RIE's), and Kaizen events.

Listen to the interview and Subscribe to the Podcast:

Eliminating waste is at the heart of the Lean business management philosophy. So much so, that there are eight defined types of waste.

Even if you are not an organization devoted to the Lean approach, it still pays to understand and be on the lookout for waste that can hurt the bottom line, slow production times, hurt customer satisfaction, and demotivate employees.

We can’t list every example of each type of waste, but perhaps considering a few will lead you to think about where you might find and eliminate waste in your organization.