[et_pb_section fb_built=”1″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_row _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n
The Hoshin Kanri method, also known as \u201cpolicy deployment\u201d or \u201cmanagement by breakthrough\u201d, is a strategic planning process aimed at aligning a company\u2019s goals with concrete actions carried out on the ground. It is based on a structured approach that translates the long-term vision into annual action plans, involving every level of the organization. <\/p>\n
The main objective is to ensure consistency between the overall strategy and the daily work of teams, while promoting cross-functional communication and accountability at all hierarchical levels.<\/p>\n
Today, many industrial companies struggle to deploy their strategy effectively, due to compartmentalization between departments, a lack of clear priorities, a failure to monitor results or poor team mobilization.<\/p>\n
The primary objective is to ensure alignment between the overall strategy and the daily activities of teams, while fostering cross-functional communication and accountability at all levels of the organization. <\/p>\n
Hoshin Kanri is primarily intended for executives, project managers, and consultants who are eager to transform their organization around a shared vision. It offers a powerful framework to align priorities, structure strategic initiatives, and involve all teams in a collective and continuous improvement effort. <\/p>\n
\ud83e\udde9 <\/span>Did you know?<\/b> [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n The term <\/span>Hoshin Kanri<\/b> is composed of two Japanese words:<\/span><\/p>\n Together, they can be translated as \u201csteering by direction\u201d or \u201cvision-driven management.\u201d Beyond the literal translation, the strategic meaning of the term refers to an organization\u2019s ability to transform a long-term vision into clear action plans at all hierarchical levels. <\/p>\n Unlike continuous improvement (Kaizen), which focuses on incremental gains, Hoshin Kanri introduces the concept of strategic breakthrough. This refers to an ambitious goal\u2014often a break from the organization\u2019s usual practices\u2014that requires collective commitment and genuine transformation. <\/p>\n Example: a company aiming to double its OEE within 3 years will need to rethink its processes, tools, and cross-team collaboration.<\/p>\n The Hoshin Kanri method was born in a Japanese industrial context influenced by Lean management and the PDCA cycle. It fully integrates Lean principles\u2014waste elimination, empowerment, continuous improvement\u2014while adding a strong strategic layer. This makes it possible to provide clear direction to performance optimization efforts. <\/p>\n \ud83e\udde9 <\/span>Myth vs. reality<\/b> [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n At the heart of the Hoshin method lies a cascade of objectives: the strategic vision is translated into concrete priorities at every level. This helps prevent the common disconnect between top management\u2019s intentions and the daily work of teams. Everyone knows what needs to be done, why it matters, and what results are expected. <\/p>\n Hoshin Kanri promotes transparency, communication, and collective ownership of plans. Through mechanisms such as Catchball, exchanges between hierarchical levels strengthen collaboration. A culture of feedback and visual management gradually takes root within the organization. <\/p>\n Industrial companies that have adopted Hoshin Kanri find :<\/span><\/p>\n \ud83e\udde9 <\/span>Key benefit<\/b> [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n First and foremost, the implementation of Hoshin Kanri begins with a strategic diagnosis: this involves assessing the current state of the organization, identifying the obstacles to performance and clarifying medium- and long-term priorities. This work involves both management and operational staff. <\/p>\n Once this assessment has been made, the company can formalize its vision. This vision must be shared, concrete and meaningful. It must be based on the organization’s values and mission, and project an ambitious course over several years. It is this vision that will guide every stage of the Hoshin process. <\/p>\n \ud83e\udde9 <\/span>Checklist<\/b> – Prerequisites before deploying Hoshin Kanri :<\/span><\/p>\n The method is based on a structured, sequenced cycle that ensures rigorous alignment of plans and actions:<\/p>\n \ud83e\udde9 <\/span>Point de vigilance<\/b> The success of Hoshin depends on the active participation of teams at all levels. It’s not a matter of “deploying from above”, but of co-constructing objectives through ongoing dialogue between decision-makers and operational staff. <\/p>\n The use of visual tools (like the X-matrix) and collaborative mechanisms (like Catchball) facilitates ownership and gives visibility to priorities.<\/p>\n Middle management plays a fundamental role here: it must embody the project, lead the steering rituals and circulate information in both directions.<\/p>\n A multi-site industrial company used Hoshin Kanri to structure its digital transformation plan. Thanks to the method, it was able to synchronize its strategic priorities with its technical projects, improve its OEE by +12 points in 18 months, and establish a visible results culture at all levels. <\/p>\n Teams gained greater clarity, monthly reviews enabled rapid action to be taken on discrepancies, and the entire organization refocused on common objectives.<\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n The visual heart of the Hoshin system, the X-matrix displays the following on a single page:<\/p>\n Each axis of the matrix crosses these elements to ensure the coherence and traceability of the strategic plan. It is designed to be shared and commented on as a team. <\/p>\n \ud83e\udde9 <\/span>Practical tip<\/b> Catchball is a process of dialogue: objectives are “launched” by management, discussed and then adjusted with stakeholders. This allows : <\/p>\n \ud83e\udde9 <\/span>Expert advice<\/b> Hoshin is based on the PDCA cycle (Plan, Do, Check, Act). It structures the steps, ensuring that each action is planned, executed, checked and improved. This framework prevents drift and anchors improvement in managerial routine. <\/p>\n A3 Thinking structures problem-solving on a single page. Coupled with visual aids (strategy wall, field indicators), it facilitates understanding of results, communication, and team autonomy in managing actions. <\/p>\n [\/et_pb_text][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n The visual heart of the Hoshin system, the X-matrix displays the following on a single page:<\/p>\n Each axis of the matrix crosses these elements to ensure the coherence and traceability of the strategic plan. It is designed to be shared and commented on as a team. <\/p>\n \ud83e\udde9 <\/span>Practical tip<\/b> Catchball is a process of dialogue: objectives are “launched” by management, discussed and then adjusted with stakeholders. This allows : <\/p>\n \ud83e\udde9 <\/span>Expert advice<\/b> Hoshin is based on the PDCA cycle (Plan, Do, Check, Act). It structures the steps, ensuring that each action is planned, executed, checked and improved. This framework prevents drift and anchors improvement in managerial routine. <\/p>\n A3 Thinking structures problem-solving on a single page. Coupled with visual aids (strategy wall, field indicators), it facilitates understanding of results, communication, and team autonomy in managing actions.<\/span> <\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n The Hoshin Kanri method cannot work without a clear commitment from top management. The strategic vision must be actively supported and translated into concrete priorities. An internal sponsor, often a member of the management committee, must guarantee continuity and consistency of deployment. <\/p>\n Implementing Hoshin requires a significant initial investment. Training, collaborative workshops, structuring indicators, running meetings: each stage requires time, appropriate tools and a sustained level of coordination, especially in the first year. <\/p>\n Some organizations over-design the method: accumulation of KPIs, excessive control, multiplication of validation levels. This can lead to a loss of meaning, or even rejection of the process by teams. <\/p>\n Common pitfalls include starting without a clear vision, stopping after a few months for lack of regular management, or entrusting the method to a single department isolated from the rest of the company.<\/p>\n \ud83e\udde9 Common mistakes<\/b> [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n At TEEPTRAK, we believe that the Hoshin method is most effective when based on reliable data that is accessible in real time, and easy to interpret. Our solutions connect strategic objectives with operational performance indicators, via visual and customizable dashboards. <\/p>\n At a plant in the agri-food sector, the implementation of our PerfTrak system enabled the OEE per line to be linked directly to the annual objectives defined in the Hoshin matrix. The project team was able to monitor deviations day by day, adjust action plans, and engage operators thanks to a clear visualization of progress. <\/p>\n Our tools bring strategic management to life: each manager visualizes his or her objectives, monitors KPIs, identifies deviations and acts accordingly. The result: time-saving reporting, improved coordination, and measurable results from the very first months. <\/p>\n Our systems are plug & play, deployable in less than an hour, with no disruption to production. Interoperable with any equipment, they can be easily integrated into a Hoshin approach, whatever the organization’s digital maturity. <\/p>\n \ud83e\udde9 <\/span>Key figure<\/b> [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n [\/et_pb_text][et_pb_accordion _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_accordion_item title=”Qu\u2019est-ce que l\u2019outil Hoshin Kanri ?” open=”on” _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n It is a <\/span>strategic steering framework<\/b> that helps link the <\/span>corporate vision<\/b> to concrete action. It combines <\/span>visual tools<\/b> like the X-matrix with a collaborative <\/span>collaborative process<\/b> to ensure consistency between strategy and the day-to-day work of teams.<\/span><\/p>\n [\/et_pb_accordion_item][et_pb_accordion_item title=”What does Hoshin mean in Japanese?” _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content” open=”off”]<\/p>\n “Hoshin” translates as <\/span>“directional needle<\/b> or <\/span>“strategic compass<\/b>. This term expresses the idea of guiding the organization in a specific direction. Combined with “Kanri” (management), it becomes a <\/span>management method<\/b> focused on long-term orientation and collective alignment.<\/span><\/p>\n [\/et_pb_accordion_item][et_pb_accordion_item title=”What's the difference between Hoshin Kanri and conventional strategic deployment?” _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content” open=”off”]<\/p>\n The Hoshin Kanri focuses on the <\/span>co-construction of plans<\/b>continuous <\/span>continuous feedback<\/b> and <\/span>team empowerment<\/b>. In contrast to top-down deployment, it relies on adjustment loops and a strong <\/span>interaction between hierarchical<\/b> through the Catchball process.<\/span><\/p>\n [\/et_pb_accordion_item][et_pb_accordion_item title=”What is breakthrough enhancement?” _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content” open=”off”]<\/p>\n Breakthrough enhancement aims for ambitious <\/span>ambitious results<\/b>It often breaks with current practices. It is distinguished from incremental progress by its strategic scope and its <\/span>lasting impact<\/b>This is a key factor in the success of any project, provided it is properly implemented, planned and monitored over several annual cycles.<\/span><\/p>\n [\/et_pb_accordion_item][\/et_pb_accordion][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.27.4″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n Hoshin Kanri is much more than a tool: it’s a complete strategic management method, enabling vision, priorities and actions to be aligned in a structured way. It promotes coherence, clarity and collective performance. <\/p>\n Accessible, progressive, and applicable to all types of organizations, it is particularly well-suited for industrial companies looking to strengthen their strategic management and engage their teams in a continuous improvement mindset.<\/p>\n At TEEPTRAK, we help you to implement this approach through operational tools connected to the field. \ud83e\udde9 E<\/span>xpert advice<\/b> [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":" Introduction What is the Hoshin Kanri method? The Hoshin Kanri method, also known as \u201cpolicy deployment\u201d or \u201cmanagement by breakthrough\u201d, is a strategic planning process aimed at aligning a company\u2019s goals with concrete actions carried out on the ground. It is based on a structured approach that translates the long-term vision into annual action plans, […]<\/p>\n","protected":false},"author":7,"featured_media":50284,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","ai_seo_title":"","ai_meta_description":"","ai_focus_keyword":"","footnotes":""},"categories":[101,142],"tags":[],"class_list":["post-50367","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-industrial-performance","category-lean-manufacturing-en"],"yoast_head":"\n
<\/b>The Hoshin Kanri method was massively adopted by Toyota as early as the 1960s to synchronize the actions of all its teams with long-term strategic objectives.<\/p>\nOrigins and fundamental principles<\/b><\/h2>\n
Meaning of “Hoshin Kanri” in Japanese<\/b><\/h3>\n
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The foundations of breakthrough management<\/b><\/h3>\n
Reporting to Lean Management and Continuous Improvement<\/b><\/h3>\n
<\/b>\u274c Hoshin Kanri is a cumbersome method reserved for large companies.<\/span>
<\/span>\u2705 It is perfectly applicable to SMEs with a clear vision and a desire for strategic structuring.<\/span><\/p>\nObjectives and benefits of the method<\/b><\/h2>\n
Aligning strategy and operational execution<\/b><\/h3>\n
Creating a Culture of Engagement and Continuous Improvement<\/b><\/h3>\n
Concrete results in the industry<\/b><\/h3>\n
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<\/b>Hoshin Kanri transforms strategy into a measurable, shared action plan, making it easier to align the whole organization around concrete, realistic objectives.<\/p>\nImplementing Hoshin Kanri in your company<\/b><\/h2>\n
Preparing the organization and defining the vision<\/b><\/h3>\n
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The 7 Key Steps of Hoshin Kanri Deployment<\/b><\/h3>\n
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<\/b> \u2192 Clarify the company’s long-term direction<\/span><\/span><\/li>\n
<\/b> \u2192 Identify priority breakthrough areas over the next 3 to 5 years<\/span><\/span><\/li>\n
<\/b> \u2192 Define measurable targets for the year<\/span><\/span><\/li>\n
<\/b> \u2192 Allocate responsibilities by management level<\/span><\/span><\/li>\n
<\/b> \u2192 Draw up concrete tasks, with milestones and indicators (KPIs)<\/span><\/span><\/li>\n
<\/b> \u2192 Analyze discrepancies, adjust actions, lead teams<\/span><\/span><\/li>\n
<\/b> \u2192 Assess results, capitalize on learning and restart the cycle<\/span><\/li>\n<\/ol>\n
<\/b>Without a shared vision, the process becomes a mere planning exercise. Hoshin Kanri requires clear, embodied leadership. <\/p>\nHow do you involve your teams in the process?<\/b><\/h3>\n
Examples of successful implementation<\/b><\/h3>\n
The strategic tools of Hoshin Kanri<\/b><\/h2>\n
The X-Matrix<\/b><\/h3>\n
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<\/b>Use color codes to link objectives to actions, and highlight sticking points.<\/p>\nCatchball for top-down and bottom-up communication<\/b><\/h3>\n
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<\/b>Never launch an action without a Catchball. This will reduce buy-in and block momentum. <\/span><\/p>\nThe PDCA cycle and continuous improvement<\/b><\/h3>\n
Visual tools: A3 Thinking, visual management<\/b><\/h3>\n
The strategic tools of Hoshin Kanri<\/b><\/h2>\n
The X-Matrix<\/b><\/h3>\n
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<\/b>Use color codes to link objectives to actions, and highlight sticking points.<\/p>\nCatchball for top-down and bottom-up communication<\/b><\/h3>\n
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<\/b>Never launch an action without a Catchball. This will reduce buy-in and block momentum. <\/span><\/p>\nThe PDCA cycle and continuous improvement<\/b><\/h3>\n
Visual tools: A3 Thinking, visual management<\/b><\/h3>\n
Limits, constraints and common errors<\/b><\/h2>\n
Besoin d\u2019un fort engagement manag\u00e9rial<\/b><\/h3>\n
Time and resources to anticipate<\/b><\/h3>\n
Risks of complexity or poorly controlled rigidity<\/b><\/h3>\n
Examples of failures to avoid<\/b><\/h3>\n
<\/b>Thinking that Hoshin Kanri is simply a reporting tool.
\u274c It’s actually a complete strategic management system, which structures the company’s actions on several levels, over the long term.<\/p>\nIntegrate Hoshin Kanri with TEEPTRAK solutions<\/b><\/h2>\n
How do our tools facilitate strategic alignment?<\/b><\/h3>\n
Example of OEE monitoring in a Hoshin Kanri logic<\/b><\/h3>\n
Measurable ROI, real-time management and team involvement<\/b><\/h3>\n
Our ready-to-use, field-compatible solutions<\/b><\/h3>\n
<\/b>+29% increase in production at a customer plant after alignment via PerfTrak.<\/p>\nFAQ – Frequently asked questions about Hoshin Kanri<\/b><\/h2>\n
From strategic direction to concrete action<\/b><\/h2>\n
Key Takeaways on Hoshin Kanri<\/b><\/h3>\n
A powerful method for linking vision and action<\/b><\/h3>\n
We support you in your industrial strategy<\/b><\/h3>\n
<\/span>\u27a1\ufe0f <\/span>Request a demo<\/b><\/a>Discover our <\/span>Academy<\/b><\/a> or talk to our experts to unleash the potential of your strategy.<\/span><\/p>\n
<\/b>Start small: pilot the method on a team or a production line before extending it to the whole company.<\/p>\n