hoshinkanri

# Hoshin Kanri - Strategic Policy Deployment ## When to Activate This Skill - "Create an X-Matrix for [objective]" - "Help me cascade [Group target] to departments" - "Set up bowling chart for [KPI]" - "Prepare catchball documentation" - "Monthly Hoshin review template" - "A3 problem solving for red objective" - "Integrate Hoshin with our quality objectives" ## Core Concepts ### The Hoshin Kanri System ``` VISION (3-5 Year) | v BREAKTHROUGH OBJECTIVES (Annual) | v (Catchball) ANNUAL OBJECTIVES (Departmental) | v (Catchball) IMPROVEMENT PRIORITIES (Projects/Initiatives) | v KEY PERFORMANCE INDICATORS (Metrics) | v DAILY MANAGEMENT (Shop Floor Execution) ``` ### X-Matrix Structure The X-Matrix connects strategy to execution on a single page: ``` 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) | Timing | Activity | Template | |--------|----------|----------| | Q2-Q3 | Annual Hoshin Planning | `templates/annual-planning.md` | | Q4 | Department Cascade | `templates/catchball-record.md` | | Monthly | Bowling Chart Review | `templates/monthly-review.md` | | Quarterly | Formal Hoshin Review | `templates/quarterly-review.md` | | As Needed | A3 Problem Solving | `templates/a3-template.md` | --- ## Integration Points ### With IATF 16949 | IATF Clause | Hoshin Element | |-------------|----------------| | 5.1 Leadership | X-Matrix ownership | | 6.1 Planning | Risk-based objectives | | 6.2 Quality Objectives | Hoshin targets | | 9.3 Management Review | Monthly/Quarterly reviews | | 10.3 Improvement | PDCA/A3 countermeasures | ### 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 | Template | Purpose | Location | |----------|---------|----------| | X-Matrix | Strategy visualization | `templates/x-matrix.md` | | Catchball Record | Document negotiations | `templates/catchball-record.md` | | Bowling Chart | Monthly tracking | `templates/bowling-chart.md` | | Monthly Review | Meeting agenda | `templates/monthly-review.md` | | A3 Template | Problem solving | `templates/a3-template.md` | | Annual Planning | Year kickoff | `templates/annual-planning.md` | | X-Matrix Excel | Spreadsheet format | `templates/x-matrix-excel.md` | | PowerPoint Ready | Presentation content | `templates/hoshin-powerpoint.md` | --- ## Quick Reference ### Cascade Translation Example **Group Target:** 8% BOM Cost Reduction | Level | Objective | Owner | KPI | |-------|-----------|-------|-----| | Division | 8% BOM reduction | Division Lead | Total BOM variance | | Engineering | 4 VA/VE projects | Eng. Manager | Savings per project | | Procurement | Supplier consolidation | Proc. Manager | PPV improvement | | Manufacturing | Scrap reduction | Prod. Manager | Scrap % | | Shop Floor | First-pass yield | Line Lead | FPY % | ### 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/`