THE HOSHIN KANRI TREE

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Dr.-Ing. Javier Villalba-Diez www.hoshinkanriforest.com

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SHOPFLOOR MANAGEMENT (SM) METHODOLOGIES HAVE TRADITIONALLY FOCUSED ON

TWO ASPECTS:

1. GOAL ACHIEVEMENT

FOLLOWING FOR INSTANCE RIGID STRUCTURES SUCH AS

(SQDCME) (SECURITY, QUALITY, DELIVERY, COST, MORALE,

ENVIRONMENT)

2. EVOLUTIONAL SM

MANAGEMENT FOCUSING ON THE EVOLUTIONAL

FACTORS OF SM. USUALLY AWAY FROM STRATEGIC

GOALS

THIS COMIC PRESENTS A HYBRID METHOD THE HOSHIN KANRI TREE (HKT)

BASED ON STANDARDIZATION OF INTER-PROCESS COMMUNICATION PATTERNS

BETWEEN PROCESS OWNERS THROUGH (CPD)nA

(Check-Plan-Do-Check-Plan-Do-…Act)

LEAN MANAGEMENT (LM) HAS BEEN DECLARED TO BE THE INDUSTRIAL PARADIGM OF THE 21ST CENTURY.LM CAN BE UNDERSTOOD AS A SOCIO-TECHNICAL

MANAGEMENT SYSTEM THAT AIMS “TO SYSTEMATICALLY REDUCE NON-VALUE ADDING ACTIVITIES IN

ORGANIZATIONS”.

THE PROCESS OWNERS NEED TO BE ALIGNED IN A

COMMON DIRECTION (HOSHIN)

HOSHIN KANRI (HK) (MANAGEMENT BY GIVING DIRECTION) IS A COMPREHENSIVE MANAGEMENT SYSTEM

THAT ENABLES SUCH ALIGNMENT

GOAL ORIENTED SM BY FOCUSING SOLELY ON KEY PERFORMANCE INDICATORS

(KPIs) SUCH SYSTEMS DO NOT FOSTER A TRANSPARENT PERFORMANCE DIALOG BETWEEN PROCESS OWNERS (POs) AND THEREFORE FAIL TO EMPOWER POs ACHIEVE RESULTS

WHILE INCREASING TRUST.

RIGID FRAMEWORKS, SUCH AS SQDCME MAKE THE RESULTING LM SYSTEM UNVARYING AND LESS ABLE TO EVOLVE AS NEEDED.

EVOLUTIONAL SM IS MOSTLY UNDERSTOOD TO BE A PROBLEM-SOLVING

METHOD RATHER THAN A PROCESS MANAGEMENT APPROACH.

HYBRID SM CONCEPTS SUCH AS KATA FOCUS THEIR CONTINUOUS

IMPROVEMENT ON INDIVIDUAL OR LOCAL “FUTURE STATES” THAT OUGHT TO ENCOURAGE AN EMPOWERING DIALOG

BETWEEN THE PO AND THE COACH.

THE MAIN FLAW IN THIS KATA APPROACH IS THE MISSING LINK TO THE ORGANIZATIONAL DIMENSION OF

EMPOWERMENT.

STATE OF THE ART HK THEORY STATES THAT HK IS A “SYSTEM’S APPROACH TO IMPROVEMENT OF A COMPANY’S MANAGEMENT

PROCESS” BASED ON CONTINUOUS “NEGOTIATED DIALOG” CALLED “CATCHBALL PROCESS”.

HK ENABLES ORGANIZATIONS TO COPE WITH VALUE STREAM NETWORK COMPLEXITY AND ATTAIN ALIGNMENT WITH STRATEGIC.

THE HK STRATEGIC PDCA PROCESS PROPOSED CAN BE UNDERSTOOD AS FOLLOWS:

* DO OR INTER-ACTION, THE POs WILL CREATE (CPD)nA BONDS TO EACH OTHER.

* CHECK OR COMMITMENT OR CONSENSUS. QUALITY OF COMMUNICATION AND FOCUS ON EMPOWERMENT IS MEASURED. THE DO AND CHECK PHASES REDUCE NON-VALUE ADDING ACTIVITIES IN ORDER TO ACHIEVE ALIGNMENT WITH STRATEGIC GOALS.

* ACT OR STRATEGIC HK STANDARDIZATION.

* PLAN OR PROCESS-PRIORITY-ANALYSIS OR STRATEGIC OPERATIONALIZATION. STRUCTURE IS REORGANIZAED TO MEET THE STRATEGIC CHALLENGES AHEAD.

EMPOWERMENT THROUGH (CPD)nA IS A PROCESS MANAGEMENT STANDARD INFORMATION EXCHANGE PATTERN BETWEEN POs. IT RELIES ON THE UNDERSTANDING OF THE CURRENT STATE (GEMBUTSU) AND ON CONTINUOUS IMPROVEMENT (KAIZEN). FOSTERING THIS BEHAVIOR, LEADERS CAN CREATE LEARNING SMART FACTORIES.

FOR INFORMATION TO BECOME ACTIONABLE, KNOWLEDGE THAT CREATES VALUE, IT NEEDS TO BE PROCESSED.

LEARNING SMART FACTORIES, AND ITS RELATED INDUSTRY 4.0 PARADIGM, ENHANCES THE INFORMATION EXCHANGE PARADIGM AND DEEPENS THE

NEED TO DEVELOP CONCEPTS THAT ENABLE EFFECTIVE AND EFFICIENT INFORMATION PROCESSING.

“KNOW-WHY” AND NOT ONLY “KNOW-HOW” IS IMPORTANT. THIS “KNOW-WHY” IS GIVEN BY STRATEGIC GOALS PROVIDED BY THE ORGANIZATION.

HOSHIN KANRI TREE IS A UNIVERSAL, AUTONOMOUS INTELLIGENT PROCESS MANAGEMENT METHOD THAT CAN BE IMPLEMENTED IN FOUR STEPS

STEP 1. GEMBA-GENJITSU-GEMBUTSU (3G). IN THE 3G PHASE, THE CURRENT STATE (GEMBUTSU) OF THE PROCESS

(GENJITSU) AT SHOPFLOOR (GEMBA) IS EXAMINED WITH THE INTENTION OF CHOOSING AN IMPORTANT PROCESS FOR THE

ORGANIZATION.

STEP 2. NEMAWASHI. PREPARE THE GROUND. UNDERSTAND THE KPI

STRUCTURE. THE GROUND IS PREPARED TO GRWO THE HKT.

STEP 3. UERU MANAGEMENT. PLANTING THE HKT. IN THE PLANTING PHASE, THE HKT IS VISUALIZED AS

CLOSELY AS POSSIBLE TO THE GEMBA. IT IS NEEDED TO LINK THE POs WITH THE (CPD)nA.

STEP 4. UEKI-YA LEADERSHIP. THE LEADER AS A GARDENER. TAKING CARE OF THE HKT. WHEN THE VISUALIZATION HAS

BEEN COMPLETED AND SEVERAL (CPD)nA HAVE BEEN PLACED ALONG THE ORGANIZATIONAL STRUCTURE, IT IS TIME TO

OPERATIONALIZE THE HKT.

AFTER SEVERAL HKT HAVE BEEN “PLANTED” THROUGHOUT THE PLANT, THEY NEED TO BE CONNECTED TO EACH

OTHER.

AFTER DESCRIBING HK AS A STRATEGIC PDCA AND HKT AS A WAY TO OPERATIONALIZE IT, FOLLOWING PROPOSITIONS ARE OFFERED AS MANAGEMENT IMPLICATIONS:

PROPOSITION 1. EMPOWERMENT FIRST, ALIGNMENT SECOND. LEADERS MUST FIRST EMPOWER POs AND THEN ALIGN EFFORTS

WITH STRATEGIC GOALS.

PROPOSITION 2. THE HKT CAN EVOLVE AND IS RESILIENT TO CHANGES IN THE ENVIRONMENT. THE HKT IS ABLE TO COPE W I T H V A L U E S T R E A M N E T W O R K COMPLEXITY.

PROPOSITION 3. THE BEHAVIORAL DIRECTION (HOSHIN) DEALS WITH IMPROVING PROCESSES WITH EVERY (CPD)nA CYCLE.

P RO P O S I T I O N 4 . THE BEHAVIOR AL DIREC TION SHOULD BE GUIDED BY STRATEGIC NUMERICAL GOALS.

HOSHIN KANRI TREE HAS BEEN PRESENTED AS A COMPREHENSIVE HOLISTIC LEAN SM MODEL.

WITH THIS MODEL ORGANIZATIONAL EMPOWERMENT TOWARDS STRATEGIC GOALS IS MADE POSSIBLE.

THE MAIN IMPLEMENTATION DIFFICULTY AND LIMITATION HAPPENS WHEN LEADERS ARE NOT DISCIPLINED ENOUGH TO ATTACH TO THE (CPD)nA LOGIC.

I HOPE YOU ENJOYED THIS H4 LEAN MANGA. FOR MORE DETAILED INFORMATION, PLEASE CONTACT US UNDER

JAVIER H4 VILLALBA DIEZ CEO CENTER FOR LEADERSHIP

h4lean@gmail.com