Publication date: Page count: For Florida Power and Light, Hewlett-Packard, and Texas Instruments, policy deployment has created a critical bridge between corporate goals and their company-wide deployment. Hoshin Kanri offers top and middle managers a guide to customizing a policy deployment program especially suited to their company. This book is a compilation of examples of policy deployment and demonstrates how company vision is converted into individual responsibility. It contains practical guidelines, charts and diagrams, and five case studies that illustrate the procedures of Hoshin Kanri. The six steps to advanced process planning are reviewed and include: a five-year vision; one-year plan; deployment to departments; execution; monthly audit; and annual audit.
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General Douglas MacArthur commanded the occupying forces. His objective was to help Japan rebuild its economy and infrastructure without allowing the military to be rebuilt. MacArthur enlisted the resources of many American experts to help with the reconstruction.
The responsibility of the CCS was to establish an information and education center to inform the Japanese populace that Americans did not mean to terrorize the Japanese. The means selected to accomplish that objective was radio communication.
Unfortunately, no one had radios. The CCS needed to establish manufacturing capacity to build radios. Production facilities and raw materials were scarce. Because wartime managers were prevented from positions of responsibility, the management teams were new and unskilled. Because scrap was high and reliability was low, the first radios built were anything but quality products. The National Electrical Testing Laboratory was established to "inspect in quality.
They adopted a strategy of training Japanese managers and engineers in management techniques. JUSE was responsible for vocational and technical education. Shewhart was the obvious choice, but he was unavailable. Sarasohn recommended W. Edwards Deming. Deming Goes to Japan Deming had made a previous visit to Japan in as part of an economic survey mission.
Japanese and government officials were already familiar with him; therefore, JUSE asked Deming to provide the expert training.
During a two-month period in June , Deming trained hundreds of engineers, managers, and scholars. He also conducted a session for top management. Initial results were positive, but Japan entered a period of overemphasis on SQC. Engineers continued to push SQC, but workers resisted, data collection techniques were inadequate, and top management did not show much interest.
They shifted from primarily dealing with technology to an overall concern for total quality management. A key element of that responsibility was to define the quality policy and assure that everyone understood and supported it. Each individual company created their own planning processes. The Deming Application Prize shared best planning practices, and common themes began to appear. In , Kaoru Ishikawa published a paper stressing the importance of management and operational policies.
Juran made another visit in , emphasizing the responsibility of management for setting goals and planning for improvement. Japanese planning techniques continued to evolve and improve. In , Bridgestone Tire published a report analyzing the planning techniques used by Deming Prize winning companies. The techniques described were given the name Hoshin Kanri. By , Hoshin was widely accepted in Japan.
This occurred mainly because some US companies had divisions or subsidiaries in Japan that were Deming Prizewinners.
¿Qué es el Hoshin Kanri y por qué se va a poner tan de moda?
Hoshin Kanri. Comunicación eficiente dentro de la fábrica