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Hoshin Kanri : Catchball

Hoshin Kanri : Catchball. Table Groupings. GSSD Board & Admin.– Catchball Part 1 Jan. 8, 2014. Section 1: Setting the Stage for Sector Plan. Student First is about unifying and re-orienting the education system on what matters most - the student.

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Hoshin Kanri : Catchball

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  1. HoshinKanri: Catchball

  2. Table Groupings

  3. GSSD Board & Admin.– Catchball Part 1Jan. 8, 2014

  4. Section 1: Setting the Stage for Sector Plan • Student First is about unifying and re-orienting the education system on what matters most - the student. • It is about achieving targets in the Plan for Growth and addressing local priorities - and then bringing them together in one plan for action – an education system plan, focused on shared priorities. • Student First means individualizing and personalizing the experience and support for each student by name, by strength and by need. • Student First is also about shining the spotlight on the pockets of excellence that currently exist. There is likely not a challenge in education that someone has not already tackled somewhere in Saskatchewan. http://www.youtube.com/watch?feature=player_embedded&v=Kpqj8tFHGnI

  5. HoshinKanri Methodology http://www.flickr.com/people/eileensanda/ Turning Vision and Strategy into Results through Action

  6. Basic Principles • Allows the sector to prioritize and sequence • Provides focus for the alignment of effort and resources • Utilizes collective knowledge: the insight and creative talents at all levels • Requires frequent measuring and rigorous review of results • Requires shared responsibility and accountability for achieving timely results • There is no “shame and blame”— there is “learn and improve.”

  7. Terminology • Hoshins: Short-term (1 year) area of strategic focus for the sector • This will be the highest priority “must do, can’t fail” work for the sector • The sector’s resources are aligned to, and prioritized for, hoshin work • The key mantra for this work is “focus and finish” • Strategic Intent: A high-level statement of what the sector wants to accomplish. • Enduring Strategies: Broad areas of strategic focus. • Defines “What’s in” and “What’s out” • The “Big How” • Typically 3-5 years, but may be longer

  8. Tools Matrix A3s (Project Plans): “A one-page storyboard”

  9. HoshinKanri Cycle • http://prezi.com/3ihlokv9_kin/hoshin-kanri-overview/?utm_campaign=share&utm_medium=copy

  10. Section 2: Catchball Part 1Feedback on Matrix • Task 1 Directions: • Provide feedback regarding the overall feasibility of the Matrix • Use point form • 10 minutes • Task 2 Directions: • Provide feedback regarding the Strategic Intent & Enduring Understandings • Use point form • 10 minutes

  11. Feedback on A3s &/or Hoshins • Task Directions: • Provide suggestions to how the A3 &/or Hoshin in general, and for each part, may be strengthened. • Use point form • 20 minutes per A3 &/or Hoshin

  12. Feedback Rounds

  13. Section 3: GSSD Strategic Plan

  14. Section 4: Next Steps in the Sector Planning Process http://www.flickr.com/people/eileensanda/

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