Hoshin Kanri - Strategic Policy Deployment

                    ANNUAL OBJECTIVES (North)
                    [What we must achieve this year]
                            |
    +-----------------------+------------------------+
    |                       |                        |
BREAKTHROUGH           CORRELATION            IMPROVEMENT
OBJECTIVES             MATRIX                 PRIORITIES
(West)                 (Center)               (East)
[3-5 year goals]       [Relationships]        [Projects/Initiatives]
    |                       |                        |
    +-----------------------+------------------------+
                            |
                    TARGETS/KPIs (South)
                    [How we measure success]

Correlation Symbols:

• Strong correlation (primary driver)
• Moderate correlation (supporting)
• Weak correlation (indirect impact)

The Catchball Process

Definition: Bidirectional negotiation ensuring alignment and buy-in across levels.

NOT: Top-down directives presented for rubber-stamp approval.

Process:

1. Leadership proposes breakthrough objectives
2. Next level reviews against capabilities and constraints
3. Counter-proposals and adjustments made
4. Iterate until consensus reached
5. Document agreements and accountabilities
6. Repeat cascade to next level

Key Questions at Each Level:

• "Is this achievable with our current resources?"
• "What obstacles do you foresee?"
• "What support do you need?"
• "What can you commit to?"

Bowling Chart Tracking

Purpose: Visual monthly tracking of Hoshin objectives

Structure:

OBJECTIVE: [Name]
OWNER: [Named Person - NOT department]
+-------+-----+-----+-----+-----+-----+-----+-----+
| Month | Jan | Feb | Mar | Apr | May | Jun | YTD |
+-------+-----+-----+-----+-----+-----+-----+-----+
| Target| X.X | X.X | X.X | X.X | X.X | X.X | X.X |
| Actual| X.X | X.X | X.X |     |     |     | X.X |
| Status| G/Y | G/Y | R/Y |     |     |     | R/Y |
+-------+-----+-----+-----+-----+-----+-----+-----+

Status Colors:

• GREEN: On or ahead of target
• YELLOW: Within acceptable variance (define %)
• RED: Behind target - requires A3

Review Cadence (Aligned with Q2/Q3 Group Cycle)

Integration Points

With IATF 16949

With AutomotiveManufacturing Skill

Hoshin objectives cascade to:

• PFMEA priority updates
• Control Plan revisions
• Work Instruction updates

Common Failure Modes to Avoid

1. Too Many Objectives - Limit to 3-5 breakthrough goals
2. Department Ownership - Assign to named INDIVIDUALS
3. Skipping Catchball - True dialogue, not rubber-stamping
4. Ceremonial Reviews - Problem-solve, don't just report
5. No Daily Connection - Link to shop floor management
6. Leadership Drift - Sustained executive engagement required

Templates Available

Quick Reference

Cascade Translation Example

Group Target: 8% BOM Cost Reduction

Review Meeting Structure (30-45 min)

1. Review bowling charts (15 min)

   • Green: Acknowledge, move on
   • Yellow: Brief discussion, monitor
   • Red: Assign A3, set deadline

2. A3 updates (15 min)

   • Progress on active countermeasures
   • New issues surfaced

3. Decisions needed (10 min)

   • Resource requests
   • Escalations
   • Target adjustments

4. Action items (5 min)

   • Capture, assign, date

Key Principles

1. Vital Few - Focus on breakthrough, not incremental
2. Catchball - Alignment through dialogue
3. PDCA - Plan-Do-Check-Act at every level
4. Visual Management - X-Matrix, bowling charts visible
5. Named Owners - Individual accountability
6. Regular Cadence - Monthly reviews non-negotiable
7. A3 Discipline - Structured problem-solving for red items

Extended Context

For comprehensive methodologies and detailed guidance: read ~/.claude/skills/HoshinKanri/CLAUDE.md

For templates: ls ~/.claude/skills/HoshinKanri/templates/