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The Gemba
Published in Michael Parent, The Lean Innovation Cycle, 2022
There is a lot missing in the story of the Ohno Circle that concerns us, however. For instance, the story fails to mention why that particular location for the Ohno Circle was selected. Confident as we may be in the platitude “Waste is Everywhere,” most readers will be hard-pressed to imagine a world-class company like Toyota being pell-mell in selecting where they spend their resources and managers’ time. The question has already been asked and answered in the previous chapter. Hoshin Kanri sets strategic objectives for the organization and then deploy these objectives down through the organization into concrete, actionable goals. Thus, the output of the Hoshin Kanri stage of the Lean Innovation Cycle becomes the input for the gemba phase. Moreover, without the guiding light of the Hoshin Kanri, the subsequent activities in the Lean Innovation Cycle, including and especially the gemba stage, would have no assurance of alignment between organizational goals and innovation activities. The Hoshin Kanri does more than select the target audience for a new innovation: it instructs where innovators look for insights into what customers expect and value. The gemba is the place where end users reveal their experiences, motivations, and emotions and where innovators experience customer behavior firsthand.
Introduction to Lean and the Importance of Cultural Change
Published in Tina Kanti Agustiady, Elizabeth A. Cudney, Building a Sustainable Lean Culture, 2023
Tina Kanti Agustiady, Elizabeth A. Cudney
The middle pillar is the most important because it is all about the people. We need to build teams, empower people through cross training. We must understand the management vision through Hoshin Planning and finally understand the supplier and have a good relationship with them. Hoshin Kanri is a planning and implementation process which gives direction to an organization when looking at future strategies. “Ho” means direction, “Shin” means needle. “Hoshin” means compass. “Kan” means control or channeling. “Ri” means reason or logic.
Agile Sales Concept 2
Published in Brad Jeavons, Emily Jeavons, Agile Sales, 2020
The second concept of Agile is Hoshin Kanri. Hoshin Kanri is a strategic and financial planning, deployment, and execution process that originated in Japan. The process is linked to teachings provided in Japan throughout the 1950s by American Professors Edwards Deming and Peter Drucker. Deming and Drucker were brought into Japan by industry leaders to help support the redevelopment and growth of Japan after World War II (WWII), and they did a great job.
Human-robot collaborative work cell implementation through lean thinking
Published in International Journal of Computer Integrated Manufacturing, 2019
Dorota Stadnicka, Dario Antonelli
Hoshin Kanri (Policy Deployment) can be implemented at the collaborative workplace design stage, whenever decisions are taken concerning where and why robots should be introduced. Hoshin Kanri concerns deploying a company strategy to achieve the goals of the company. The strategy involves deploying from the highest level of the company (top management) to the lower levels, i.e. middle management (tactics level) and to the plant floor (operation level). Hoshin Kanri is implemented to ensure employee engagement because they need to understand why actions are undertaken and that they can influence what has been planned to be done (implemented). Hoshin Kanri ensures top-down and down-top communication, while minimalising the risk of threats as a result of the introduction of robots onto the plant floor.