Hoshin Kanri: A Case Study

• Main Authors: Chih-Chuan Lee, 李志川
• Other Authors: Tung-Chun Huang
• Format: Others
• Language: zh-TW
• Published: 2002
• Online Access: http://ndltd.ncl.edu.tw/handle/64860630466903205913

碩士 === 國立中央大學 === 管理學院高階主管企管碩士班 === 91 === ABSTRACT The Japanese term Hoshin Kanri (or Hoshin Planning, and translated as Policy Management, Policy Deployment, Management by Policy, or Management by Planning, etc.) is a system for strategic planning level and deployment level. The strategic planning level is used to form the middle-long term policy includes objectives, strategy, and its plan. The deployment level is applied for annual policy deployment, each department managers define its strategy-actions-tactics through the upper level’s goals correspond to the high level’s objectives. PDCA (Plan, Do, Check, Action) is not only used to put the high level’s objectives top-down into daily operations, but also implemented to the daily management for continuous improvement and elevate the key issues bottom-up to the high level accordingly. Catch-ball process is linking both of top-down and bottom-up to make it success. A key meaning been found that the “consensus” of make it happened is very important for Hoshin Kanri, consensus formulation lets it have a good start, consensus fulfillment drives employees to focus on system implementation, and consensus realization grounds it on the basis。Findings from the case company obtains an obviously organizational performance in net income CAGR of 174% during the past 5 years implementation, and leads all employees to achieve company’s goal, as well as approaching to TQM. The result shows that the case company has been successfully implementing policy deployment and attributed to those of top level’s determination and participation, a specified cross-functional deployment committee, a full combination of daily management, well training, continuous improvement, and total involvement, and so forth.