Hoshin Kanri \ Strategy Deployment Keeps Your Implementation from Bogging Down and Becoming Stranded

In a recent exchange with the leader of a service organization we discussed Hoshin Kanri \ Strategy Deployment and the impact the approach has on the speed of major change initiatives. Some questions and answers from the conversation follow (with some editing and additions for clarification):

Question: It seems like Hoshin Kanri is a very thorough approach. Doesn’t such a comprehensive method slow things down when compared to a more traditional deployment (i.e. “command and control”)?

Answer: Actually it does just the opposite – it speeds things up. You see, traditional deployments are carried out with plenty of waste occurring during implementation. As a result, each forward implementation step is accompanied by some backward motion. It’s like struggling to climb a steep sand dune – making progress takes a lot of energy because you keep slipping back downhill. When this happens during a major change initiative it's exhausting, inefficient, and in the worst cases, can spell doom for the success of you project.

Question: Can you give me an example of the kind of waste you are talking about?

Answer: Sure. Major change initiatives require your organization to design and learn new ways of doing things. These efforts typically take place under the pressure of traditional project management deadlines and goals. Having firm goals and deadlines at the outset is fine, but discovering and putting new work practices into use can be difficult and progress doesn't always follow the pre-defined schedule. This can lead to serious problems if the implementation team feels it must move forward even when it’s clear problems are going unresolved. Unfortunately, this is the case with most standard deployments, and, as a result, the further a typical effort proceeds, the more the unresolved issues pile up to bog the effort down. obviously this leads to higher costs and lower proejct ROI.

In contrast, Hoshin Kanri follows a more efficient path through the application of quality management principles. The quality process identifies problems so they can be quickly resolved before they pile on top of one another. Furthermore, the Hoshin Kanri approach replaces the problematic pressure of traditional project management with a healthier pressure to "get the job done right". The increased traction of the more careful approach quickly builds speed to deliver results more quickly - often in half the time required by a more traditional approach.

Question: It makes sense but it sounds sophisticated. Do most organizations have the capability to pull it off correctly?

Answer: Yes. Most organizations carry 95% or more of all of the resources and skills needed to successfully put Hoshin Kanri into use already on board. The remaining 5% may be critical to success but it does not have to be expensive or intrusive. Typically, to fill in the remaining gap, you’ll need hands-on guidance from a small number of experienced professionals working in partnership with your team.

Question: Will I, or my staff members, have to attend lengthy training sessions to put Hoshin Kanri into use?

Answer: Excellent question. No, you and your key staff members just need to understand the main concepts, principles, and some of the more important tools and tactics - all of which can be accomplished in an executive review.

Additionally, you’ll need to appoint a staff member as Champion, or perform the role yourself. And, you’ll need to designate someone responsible for gaining a working knowledge of Hoshin Kanri. The person you select will be educated through a combination of training, “learning by doing”, and guidance from an experienced practitioner. Down the road, after you have experienced the benefits for yourself, you may want to create a permanent staff level position responsible for strategy deployment. We can talk more about that when the time comes.

Response: It sounds like something every organization should take seriously. I’ll start thinking of a project or initiative to use as a test case.