Strategic Planning-Hoshin Kanri资料.doc

Strategy Realization through Collaborative Action Gregory H. Watson Introduction Organizations that win in the long term “plan their work and work their plan.” Realization of strategy – the long-term vision of an organization is achieved by a disciplined approach to setting direction and then executing that direction through the effective use of an organization’s resources. In Japan this method is called policy deployment – the secret weapon in the Japanese management system. Policy deployment is the strategic direction setting methodology used to identify business goals as well as, formulate and deploy major change management projects throughout an organization. It describes how strategy cascades from vision to execution in the workplace through a collaborative engagement process that also includes implementation details like performance self-assessment and management review. This paper describes the relationship between strategy development and the organization’s daily imperative to measure and manage its operations using a system that aligns the actions of its people to produce collaboration among the various business functions and processes to produce requirements for customers. Historical Development of Policy Deployment What were the circumstances under which policy deployment originated? Interest in strategy, market focus, and long-term, balanced planning were generated by visits of Dr. Peter F. Drucker to Japan in the early 1950s. As a result of his teaching, “Policy and planning” was added to the Deming Prize checklist in 1958. Bridgestone Tire Corporation first used hoshin kanri, the Japanese term for policy deployment, in 1965. In 1976 Dr. Yoji Akao and Dr. Shigeru Mizuno were involved in the Yokagawa Hewlett-Packard (YHP) implementation of hoshin kanri as part of its pursuit of the Deming Prize. By 1982 YHP had used hoshin to manage a strategic change that moved it from the least profitable Hewlett-Packard division to the most profitable. I