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Strategic Planning: Hoshin Kanri (Policy Deployment)

Strategic Planning: Hoshin Kanri (Policy Deployment) PPT training presentation.<br><br>To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations

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Strategic Planning: Hoshin Kanri (Policy Deployment)

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  1. HOSHIN KANRI Translating Vision & Strategy to Execution © Operational Excellence Consulting © Operational Excellence Consulting. All rights reserved.

  2. NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg LEARNING OBJECTIVES Acquire knowledge on the key concepts and principles of Hoshin Kanri Describe the Hoshin Kanri approach to planning, deployment and review process for managed change Define the Hoshin Kanri process and tools Gain knowledge on the factors contributing to effective Hoshin Kanri deployment 2 © Operational Excellence Consulting

  3. PROGRAM BENEFITS Focuses the entire company on a few vital goals, rather than the trivial many Creates alignment towards breakthrough objectives through involvement of the whole management team Communicates the key goals to all managers and staff A review process which holds participants accountable for achieving their part of the plan Integrates and encourages cross-functional cooperation to achieve breakthroughs 3 © Operational Excellence Consulting

  4. CONTENTS 01 02 03 04 KEY CONCEPTS & PRINCIPLES PROCESS & TOOLS DEPLOYMENT & MANAGEMENT REVIEWS EFFECTIVE HOSHIN KANRI DEPLOYMENT 4 © Operational Excellence Consulting

  5. “ the noise before defeat.” Strategy without tactics is the slowest route to victory. Tactics without strategy is SUN TZU 5 © Operational Excellence Consulting

  6. WEAKNESSES OF CONVENTIONAL PLANNING 1. 7. Unrealistic forecasts or expectations; the planning process is too rigid to adapt to changing conditions Planned activities are reviewed punitively 8. Planning is regarded as an event, rather than as an ongoing process 2. Goals are set arbitrarily with no clear link to need, means or feasibility 9. Planning is done in the absence of data 3. Too many goals; inadequate focus 10. Data is overanalyzed 4. Wrong goals 11. A separate department does planning 5. 12. Inadequate communication between and within departments; horizontal and vertical alignment disconnect Goals are not S.M.A.R.T. 6. Planned activities are not regularly reviewed; disconnect in time 6 Source: Based on Pascal Dennis © Operational Excellence Consulting

  7. A TYPICAL COMPANY SPENDS A DISPROPORTIONATELY LESS TIME IN PLANNING… ACT PLAN CHECK DO 7 © Operational Excellence Consulting

  8. THIS IS HOW TOYOTA USES ITS TIME –MORE TIME 0N PLANNING & LESS TIME ON FIRE-FIGHTING ACT CHECK PLAN DO 8 © Operational Excellence Consulting

  9. THE THREE KEY LIMITATIONS OF STANDARD STRATEGIC PLANNING INSUFFICIENT DETAIL LACK OF ACTIVE REVIEW TOO MANY PRIORITIES 9 © Operational Excellence Consulting

  10. HOSHIN KANRI Hoshin Kanri is a methodology to capture and concretize strategic goals as well as to develop the means to bring plans to reality ● In other words, Hoshin Kanri is target- means deployment ● 10 © Operational Excellence Consulting

  11. WHAT IS HOSHIN KANRI? A visual planning tool that helps us identify the key focus points and strategies we will use to steer us towards our vision ● Enables everyone to ‘see’ where we’re going and our plans to get there ● Build plan and strategies as a team ● Shared responsibility for getting results ● © Operational Excellence Consulting 11

  12. WHAT HOSHIN KANRI IS NOT A tool for management to control the employees A performance appraisal tool ● ● A management reporting tool ● An MBO program with a new packaging ● Another one of those “extracurricular activities” ● Focused entirely on outcomes or results ● © Operational Excellence Consulting 12

  13. BENEFITS OF HOSHIN KANRI Everyone understands the goals of the organization Leadership evident at all levels Every employee is clear of their role and objectives There is a clear line of sight Employees are involved in setting targets, improvement schedules and reviews Aligns resources, objectives and metrics to all goals and at all levels of the organization 13 © Operational Excellence Consulting

  14. HOSHIN KANRI ACCELERATES TIME TO VALUE Good Clarity and Understanding at all Levels Top Management Velocity Towards the Vision Middle Management Value Added Workforce 14 © Operational Excellence Consulting

  15. HOSHIN KANRI CREATES ALIGNMENT TOWARDS BREAKTHROUGH OBJECTIVES THROUGH INVOLVEMENT OF THE WHOLE MANAGEMENT TEAM SENIOR MANAGEMENT Note: Although the Objectives/Goals terminologies are sometimes used in reversed, the differentiation remains. q Vision q Objectives Review Goals Hoshin Plan Measures q Action q Schedule q Strategy q Resources IMPLEMENTATION TEAMS MIDDLE MANAGEMENT 15 Source: Based on Yoji Akao, 1991 © Operational Excellence Consulting

  16. THE THREE LEVELS OF HOSHIN KANRI DEPLOYMENT § Vision § Mission § Shared Values Management by Principles § Objectives Setting § Target-means Deployment Management by Priorities § Network of Inter-related Projects § Cross-functional Management Management by Projects 16 © Operational Excellence Consulting

  17. THE HOSHIN KANRI PROCESS COMMUNICATES & LINKS GOALS Be the recognized Market Leader in terms of Quality, Cost, Lead time Flexibility, Customer Service & Innovation GENERAL MANAGER • Reduce Logistics Cycle Time R & D DIRECTOR FINANCIAL DIRECTOR PRODUCTION DIRECTOR QUALITY DIRECTOR MARKETING DIRECTOR • Eliminate Receiving Inspection • Cut time to Introduce New Products to Market • Reduce Management Reporting Cycle • Reduce Total Manufacturing Lead time • Reduce Manufacturing Lead time COST PRODUCTION MANAGER SALES MANAGER DISTRIBUTION MANAGER DESIGN MANAGER ACCOUNTANT • Reduce Logistics Cycle Time • Cut Total Order to Delivery Cycle • Reduce Development Lead times • Reduce Invoice Time • Waste Elimination Program • Set-up Reduction Program PURCHASING MANAGER MATERIALS MANAGER FACTORY MANAGER ORDER ENTRY • Reduce Supplier Lead times • Delivery to Point-of-Use • Reduce Planning Cycle Time • Reduce Order Handling Time • Reduce Flow Distance • Cut Handling Time • Reduce Set-up Time SHOP FLOOR 17 © Operational Excellence Consulting

  18. HOSHIN KANRI & LEAN IMPERATIVES Customer Value Continuous Improvement Teamwork OPERATING PHILOSOPHY Hoshin Kanri Management by Fact ALIGNMENT PRINCIPLE 18 © Operational Excellence Consulting

  19. HOSHIN KANRI & EMPLOYEE INVOLVEMENT HOSHIN KANRI Top-down focus on creating and improving systems INTEGRATED WITH Bottom-up focus on total employee involvement in continuous improvement TEAMWORK TOTAL EMPLOYEE INVOLVEMENT 19 © Operational Excellence Consulting

  20. LINKAGES OF BSC, HOSHIN KANRI & MBO § Company “Report Card” at a glance § Contains macro measurements related to key success factors (e.g. productivity, revenue, etc.) § For senior management Balanced Scorecard § Provides focus and alignment § Measure key processes § Reveals what, who and when Hoshin Kanri § Targets are negotiated between supervisor and subordinates § For rewarding performance MBO 20 © Operational Excellence Consulting

  21. THE THREE KEY UNDERLYING PRINCIPLES OF HOSHIN KANRI PLAN-DO-CHECK- ACT CYCLE PARETO PRINCIPLE CAUSE & EFFECT RELATIONSHIP 21 © Operational Excellence Consulting

  22. THE SEVEN KEY STEPS OF HOSHIN KANRI 4. 6. 1. 2. 3. 7. Deploy to departments using target- means approach Review progress regularly (e.g. monthly, quarterly) 5. Establish organizational vision Develop 3-5 year strategic objectives Develop annual objectives Conduct half- yearly and/or annual review Implement the action plans Strategy deployment Strategy development 22 © Operational Excellence Consulting

  23. TARGET-MEANS DEPLOYMENT: “CATCH-BALL” PROCESS Vision TOP MANAGEMENT Annual Objectives Measures 2-way dialogue & negotiation DEPARTMENT MANAGER Objectives Measures 2-way dialogue & negotiation SECTION MANAGER Objectives Measures 2-way dialogue & negotiation FRONTLINE Objectives Measures 23 © Operational Excellence Consulting

  24. X MATRIX –EXAMPLE ILLUSTRATIVE Start here! 24 © Operational Excellence Consulting

  25. COMMON HOSHIN KANRI TOOLS ALIGNMENT & DEPLOYMENT CHART For improvement hoshin GANTT CHART For review purposes DAILY MANAGEMENT MATRIX For daily management MANAGEMENT CONTROL CHART For review purposes 25 © Operational Excellence Consulting

  26. ALIGNMENT & DEPLOYMENT CHART –MANUFACTURING EXAMPLE Hoshin Kanri 2017/18 Alignment & Deployment Chart ILLUSTRATIVE REVISION GOAL: 7000 PPM BY JULY 2018 NO.: DATE: POLICY NO.: OBJECTIVE: IMPROVE OUTGOING VISUAL-MECHANICAL QUALITY FOR MQFP DEVICES OWNER: H. ALLISON DATE INITIATED: 25-JUN-2017 M2.1.1 HIGHER LEVEL POLICY NO.: HIGHER LEVEL OBJECTIVE: IMPROVE OUTGOING QUALITY FOR MPFQ DEVICES APPROVED BY: J. SUAREZ DATE APPROVED: 07-JUL-2017 - ANALYSIS VM DEFECTS FOR 3Q 2016/17 (PPM) VM YIELD FOR MQFP DEVICES (%) 98 14486 97.9 97.9 97.8 97.6 97.5 97.4 3789 2518 97.3 97.2 97.1 97 SYMBOL DEFECTS LEAD DEFECTS VOID DEFECTS 96.8 May Jun Jul Aug Sep REFLECTIONS (2016/17): § VOLUME HAS INCREASED FROM 10 MIL UNITS PER QUARTER IN MAR 2017 TO 20 MIL UNITS PER QUARTER IN SEP 2017. § MAJOR VM YIELD LOSSES ARE SEEN TO BE COMING FROM SYMBOL DEFECTS., LEAD DEFECTS AND VOID DEFECTS. PLAN FOR 2017/18: § ELIMINATE SYMBOL DEFECTS BY USING RECIPE CONTROL. § IMPLEMENT NEW TRIM/FORM SYSTEM WITH BETTER LEAD FORMING CAPABILITY. § OPTIMIZE MOULDING PARAMETERS AND EVALUATE NEW MOLD COMPOUND. 2016/17 ACTUAL 2Q 3Q 2017/18 FORECAST 2Q 3Q OBJECTIVE MEASUREMENT COMMENTS 1Q 4Q YEAR 1Q 4Q YEAR OUTGOING VM YIELD LOSSES (‚000 PPM) 23.7 25.2 20.8 19.6 20.7 17.5 14.0 10.5 7.0 APPROACH S/NO. TACTIC TARGET RESPONSIBLE WHEN M2.1.1.1 REDUCE SYMBOL DEFECTS FOR MQFP DEVICES 4000 PPM SIMON WOO MAR 2018 M2.1.1.2 REDUCE LEAD DEFECTS FOR MQFP DEVICES 1800 PPM LIM YK JUN 2018 M2.1.1.3 REDUCE MOULDING DEFECTS FOR MQFP DEVICES 1200 PPM J. BADGLEY MAY 2018 26 © Operational Excellence Consulting

  27. ALIGNMENT & DEPLOYMENT CHART –HR EXAMPLE Hoshin Kanri 2017/18 Alignment & Deployment Chart ILLUSTRATIVE REVISION NO.: DATE: POLICY NO.: OBJECTIVE: OWNER: H. HORTON DATE INITIATED: 25-JUN-2017 S-HR-1 IMPROVE PEOPLE SATISFACTION HIGHER LEVEL POLICY NO.: GOAL: APPROVED BY: J. BEZOS DATE APPROVED: 07-JUL-2017 - OCS RATING = 3.6 OUT OF 5.0 (72%) ANALYSIS REFLECTIONS: STRATEGY FOR DEPLOYMENT: 1. ORGANIZATION CLIMATE SURVEY RESULTS FOR 2016/17 SHOWS IMPROVING TREND – PEOPLE SATISFACTION RATING: 3.0 (2015/16) TO 3.2 (2016/17). AREAS OF IMPROVEMENT HIGHLIGHTED IN THE SURVEY RESULTS ARE: § INADEQUATE RECOGNITION OF INDIVIDUALA AND TEAM EFFORT § MORE THAN 50% OF EXECUTIVES DISSATISFIED WITH CAREER PROGRESSION § PERCEPTION OF DISPARITY IN TREATMENT OF EMPLOYEE 1. DEFINE REWARD AND RECOGNITION SYSTEM FOR TEAM ANS INDIVIDUAL. 2. PUBLISH HR GUIDELINES TO ENSURE STANDARDIZED PRACTICES. 3. MONITOR EMPLOYEE TURNOVER RATE BY DEPARTMENT TO BE LESS THAN 1% PER MONTH. 2. MANAGEMENT SELF-ASSESSMEN T RESULTS FOR 2016/17 INDICATE THE FOLLOWING AREAS OF IMPROVEMENT REQUIRED: § MORE STRUCTURE REWARD AND RECOGNITION SYSTEM § NEED FOR SYSTEM OF MONITORING EMPLOYEE GRIEVANCES § NEED TO MONITOR EMPLOYEE TURNOVER RATE BY DEPARTMENT MANAGER‘S OBJECTIVES 4. SET UP CAREER PLANNING SYSTEM TO BE INCLUDED AS PART OF PERFORMANCE APPRAISAL SYSTEM. 5. SET UP EMPLOYEE GRIEVANCE MONITORING SYSTEM IN THE NETWORK. 2016/17 ACTUAL 2Q 3Q 2017/18 FORECAST 2Q 3Q OBJECTIVE MEASUREMENT COMMENTS 1Q 4Q YEAR 1Q 4Q YEAR ORGANIZATION CLIMATE SURVEY (OCS) RATING 3.2 (64%) 3.6 (72%) ANNUAL OCS PERFORMANCE APPROACH S/NO. TACTIC TARGET RESPONSIBLE WHEN S-HR-1.1 SET UP REWARD AND RECOGNITION SYSTEM FOR TEAM AND INDIVIDUAL. - BG LEE MAR 2018 S-HR-1.2 PUBISH HANDBOOK ON HR GUIDELINES. - T. SMITH JUN 2018 S-HR-1.3 IMPLEMENT CAREER PLANNING SYSTEM. - J. BLACK MAY 2018 S-HR-1.4 IMPLEMENT DATABASE FOR CAPTURING EMPLOYEE GRIEVANCES. - M. HENRY APR 2018 27 © Operational Excellence Consulting

  28. MANAGEMENT CONTROL CHART ILLUSTRATIVE Hoshin Kanri 2017/18 Management Control Chart REVISION NO.: POLICY NO.: OBJECTIVE: OWNER: DATE INITIATED: 15 OCT 2017 DATE APPROVED: 17 OCT 2017 DATE: M2.1.1.2 REDUCE LEAD DEFECTS FOR MQFP DEVICES HIGHER LEVEL OBJECTIVE: IMPROVE OUTGOING VISUAL-MECHANICAL QUALITY FOR MQFP DEVICES LIM YK HIGHER LEVEL POLICY NO.: M.2.1.1 APPROVED BY: YIAM KH CHART NO. M2.1.1.2 5000 GOAL: 4500 4000 TARGET: 3500 1200 PPM 3000 TARGET 2500 TOL.: PLAN +150 PPM 2000 ACTUAL 1500 DEFINITION OF GOAL: No. of units failed divide by No. of units inspected (PPM) 1000 500 0 DATA SOURCE COMETS SYSTEM JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP ITEM TIME JUL AUG SEP OCT 3800 3950 NOV 3800 3950 DEC 3800 3950 JAN 3500 3650 FEB 3500 3650 MAR 3500 3650 APR 2500 2650 MAY 2500 2650 JUN 2500 2650 JUL 1800 1950 AUG 1800 1950 SEP 1800 1950 TARGET PLAN ACTUAL 4523 3760 3620 REMARKS 28 © Operational Excellence Consulting

  29. GANTT CHART (ACTION PLAN) ILLUSTRATIVE Hoshin Kanri Action Plan 2018 Improvement Priority: Value Stream Map 10 Processes Date Created: Dec. 12, 2017 Next Review: Dec. 12, 2018 Management Owner: Bob the Boss Team: Jim, Bill, Jill, Cindy, Wendy Background: Being new to Value Stream Mapping, we expect there to be many new things learned as we map the processes and make the improvements. We will utilize the experience of a Consultant during our first year of mapping our processes. Timeline Relation to Annual Objective: By mapping the processes and taking action to improve the processes, we will reduce the time it takes from receipt of order to the delivery of product. This will in turn result in increased sales when the customers become increasingly satisfied with our quick response times. Action Step / Kaizen Events = Original Plan x = Complete Status Red, Yellow, Green (Actual and Planned) Planned Complete Date 2018 Owner Deliverable Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec 1 - Identify top 10 products to be mapped 2 - Assign leaders to each product to be mapped 3 - Lean training to all VSM Leaders 4a - VSM kaizen for product A 4b - Complete actions to achieve 30% reduction in overall leadtime 5a - VSM kaizen for product B 5b - Complete actions to achieve 10% reduction in overall leadtime 6a - VSM kaizen for product C 6b - Complete actions to achieve 28% reduction in overall leadtime 7a - VSM kaizen for product D 7b - Complete actions to achieve 12% reduction in overall leadtime 8a - VSM kaizen for product E 8b - Complete actions to achieve 8% reduction in overall leadtime Jim Jim Frank Jill Jill Cindy Cindy Wendy Wendy Bill Bill Jim Jim Top 10 identified and communicated Leaders aware of their products Consultant delivers training Mapped and on the wall Validated results Mapped and on the wall Validated results Mapped and on the wall Validated results Mapped and on the wall Validated results Mapped and on the wall Validated results 01/31/18 02/03/18 02/15/18 02/22/18 04/02/18 03/15/18 05/12/18 06/02/18 10/14/18 07/14/18 07/30/18 08/16/18 12/12/18 X X X X X X X X X X X X X 29 © Operational Excellence Consulting

  30. ALIGNMENT OF DIVISION A3’S, DASHBOARDS & ACTION PLANS Area: Inventory Strategic Objective: Improve Cash Flow Through Improved Inventory Performance Deployment Leader: Jim O'Donnell Performance, Gaps, Targets Fiscal Year 2010 Fiscal Year 2010 Action Plan And Targets Activities or Targets Goals Owner Complexity A M J J A S O N D J F M FY10 vs. FY09 North America Distribution Budget Performance WW Turns Trend $250M 4.5 5.0 Safety Stock between $826 and $13,801. New Products between $0 and $11,366. 4 1a) Execute inventory plan in SAP to achieve T12 turns target for worldwide inventory 2.05 2.08 2.08 2.10 2.16 2.20 2.29 2.36 2.44 2.55 2.63 2.75 D2 Benefits Realized $200M 3.5 Pre-D2 Aug-05 3.32 4.0 D2 Go Live Jul-07 3.02 Scott Lutz High 1) Meet or exceed the FY'10 global inventory budget targets in dollars and turns for raw materials, semi- finished goods, and finished goods. Goal Owner Scott Lutz Days Forward Coverage 3 MegaLaunch Pre-D2 State $150M 2.5 3.0 Actual/Budget 2.75 35% Decline 2 Feb-09 $100M ILLUSTRATIVE 1b) Execute inventory plan in SAP to achieve T12 turns target for North American finished goods 2.76 2.82 2.90 3.01 3.17 3.29 3.45 3.57 3.55 3.62 3.70 3.95 2.0 1.5 2.08 Projected Mar-09 Scott Lutz High 1 $50M 1.0 0.5 $- 0 0.0 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar 97 85 74 60 57 60 69 77 64 63 69 63 FY09 Budget New Products Over Budget Under Budget FY09 Turns FY10 Turns Actual FY10 Turns Budget 1c) Execute inventory plan in SAP to achieve DFC Target for plant inventory Jim FY10 vs. FY09 Worldwide Budget Performance FY10 vs. FY09 Manufacturing Budget Performance Medium $600M 3 $160M 160 O'Donnell Start the year with $115,605 Adverse Commitment between $2,700 and $4,020. End the year with $87,370 New Products between $0 and $12,613. $140M 140 $500M 2.5 $120M 120 1d) Develop and monitor weekly global consolidated inventory report ($'s & turns) by business and region $400M 2 Days Forward Coverage Bob Welch $100M 100 High $300M 1.5 Turns $80M 80 $60M 60 $200M 1 $40M 40 2a) Develop inventory model, roll-out model, and obtain buy-in from sales entities Domenic Alimonti High $100M 0.5 $20M 20 $- 0 $- 0 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar FY09 Budget Adverse Commitment New Products Over Budget Under Budget FY09 DFC FY10 DFC Actual FY10 DFC Budget FY09 Budget New Products Over Budget Under Budget FY09 Turns FY10 Turns Actual FY10 Turns Budget 2b) Value stream map the supply chain on key product families Jim 2) Create roadmap to 4.1 turns by FY12 Goal Owner Domenic Alimonti High Reflection on Last Year's Activities Rating O'Donnell Activity Key Results / Issues 2c) Benchmark similar profile global companies for supply chain Jim 1.) Good progress on S&OP process adoption, collaboration with Sales Theaters, and use of SAP system functionality. 1.) Meet or exceed the FY'09 global inventory budget targets for both Raw Materials and Finished Goods Low O'Donnell 2.) Good effort to manage IOS - some wins, but need more comprehensive results. Yellow 2d) Implement phase 1 improvements from value stream mapping and benchmark findings (TBD) Jim High O'Donnell 3.) Critical review of raw materials and supplier management 2) Stabilize D2 inventory process and improve purchasing and planning execution 1.) Achieved targets for getting suppliers on EDI and Consolidated Output. Stabilization releases were completed as scheduled. APO/SNP training was developed and delivered. Green 3.) Implement and execute Supplier Managed Inventory (SMI) 1.) Progress made but not at the rate expected. Two suppliers are live on SMI, six are in queue with signed contracts. Excess inventory position will delay timing of bringing additional suppliers on SMI. Yellow Unresolved Issues Analysis of, Justification for, Rationale for this year's Activities Resolution Requires Alignment with Business Can Be Resolved Within MGSC Can Be Resolved Within Local Function • Inventory Budget subject to final review with finance. For Milestone-based Activities: For Metric-based Targets: Complexity Rating: = Complete = On or Better than Target = On Schedule = Worse than Target = Schedule at Risk = Behind Schedule, Needs Help Legends: Low = Can be managed/controlled within local function Medium = Can be managed/controlled within MGSC High = Interdependency with business partners outside of MGSC Goal and Activity Owner Signatures: Division Staff Signatures: Rev Date: Rev Date: Rev Date: Rev Date: Rev Date: Rev Date: Rev Date: Michael Edmunds Carl Hoefel Tony Matias Mike Tenore Bryan Fontaine Cathy Elliott Brian Jorgensen Jim O'Donnell Barry Weaver Omar Diaz de Leon Jeff Hastie Mark Longa Tom Sawyer Dave Sacra A3 Level 1 Dashboard ACTION PLAN A3 Level 1 Action Plan Inventory Area: Objective/Goal: Dept: Develop Inventory Model to Model Turn Performance FY08 Task # Task Reference Team Leader Target Date Status A M J J A S O N D J F M 2a Gain alignment on the model Domenic Alimonti 30-Apr-2009 Gain alignment from subs and sales theaters toward targets - Asia Domenic Alimonti 31-May-2009 - Europe Domenic Alimonti 30-Jun-2009 - North America Domenic Alimonti 31-Jul-2009 Modify Model and Assumptions as needed Domenic Alimonti ongoing Complete What - If analysis to to set target inventory by location Domenic Alimonti ongoing Conduct multiple interations in support of the budgeting process Domenic Alimonti ongoing Status Symbols Follow Up / Unresolved Issues On Target Behind Target but plan in place to recover to green Trouble - no plan to recover to green. Need help. Target date has been revised from original date. Rev/Date:_______________ Rev/Date:_________________ Rev/Date:_________________ Rev/Date:_________________ ____________________ ____________________ ____________________ ____________________ ____________________ ______________________ Signatures: 30 © Operational Excellence Consulting ____________________ ____________________ ____________________ ____________________ ____________________ ______________________

  31. HOSHIN KANRI DEPLOYMENT TREE Department Manager Section Manager GM Frontliner M1.1.1.1 Improve Bondability of MQFP Devices M1.1.1 Improve Process Capability at FOL … M1.1 Improve Assembly Process Quality M1.1.2.1 Implement Vision System for MQFP Trim Process M1.1.2 M1 Implement Defect Prevention at EOL Improve Process Quality … … M1.2 Improve Test Process Quality … 31 © Operational Excellence Consulting

  32. INTEGRATION OF FUNCTIONAL & HORIZONTAL ORGANIZATIONS Managing Director Project Management Office Material & Logistics Packaging Technology Design Engineering Quality Assurance Production Quality Cost Project Team Member Project Team Leader 32 © Operational Excellence Consulting

  33. THREE FACTORS CONTRIBUTING TO EFFECTIVE HOSHIN KANRI OPERATING EFFECTIVENESS MOBILIZATION COHERENCE Capacity of organization to achieve major results in selected objectives Capacity to maintain a management approach which is capable of avoiding contradiction of efforts, creating synergy instead Capacity to implement actions based on the ability to stimulate teamwork and people involvement to contribute to priority objective in an organized, swift and effective manner 33 © Operational Excellence Consulting

  34. CRITICAL SUCCESS FACTORS 3 1 2 Focus on the process, not so much on the results Management goals and priorities are deployed across all functions and levels Data driven (management by fact) 5 6 4 Regular management review Communications among functions are sufficient Adequate tactics defined to achieve goals 34 © Operational Excellence Consulting

  35. ABOUT OPERATIONAL EXCELLENCE CONSULTING Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. Based in Singapore, the firm’s mission is to create business value for organizations through innovative design and operational excellence management training and consulting solutions. For more information, please visit www.oeconsulting.com.sg 35 © Operational Excellence Consulting

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