Quality Alchemist (品質煉金術師): CQIHK Webinar - Hoshin Kanri – Policy for Purpose NOT Policy of Platitudes

2021年10月20日星期三

CQIHK Webinar - Hoshin Kanri – Policy for Purpose NOT Policy of Platitudes

I was honor to be invited by Mr. Ian Streeter (Chair of the Chartered Quality Institute, Hong Kong Branch) to support their webinar named “Hoshin Kanri – Policy for Purpose NOT Policy of Platitudes” on 20^th Oct 2021. Dr. Gregory H. Watson (FCQI, CQP) is keynote speaker and Hong Kong Society for Quality (HKSQ) is one of supporting organizations.

Firstly, Dr. Watson introduced Hoshin Kanri (Policy Management) and explaned the Japanese way that management should set strategy based on evidence that has been interpreted by collective judgment.

Then Dr. Watson introduced 5 steps for assigning the rules in “Do-Check” cycle in the SDCA Daily management so as to create standard work.

And then he mentioned “Cycles of improvement” using Gemba (Onsite) 1, 2 & 3. Gemba 1 is work process level (for continual improvement), Gemba 2 is system level (for breakthrough) and Gemba 3 is governance level (for transformation) that implementing continuous states of structural change.

After that Dr. Watson briefed the Strategic Management by Policy (SMBP) that employed SDCA and PDCA cycle with Daily Management (JSQC-Std. 32-001(E): 2014) and Policy Management (JSQC-Std. 33-001(E): 2017). The managing the objectives of Hoshin Tenkai are strategy formulation developed the set of change projects that would deliver the desirable future state of organization performance. (Policy = Strategic Plan)

Finally, he stated the implementing an integrated approach from compliance level (Operational Excellence) through improvement projects to aspiration level (Business Excellence). Dr. Watson then quoted Hiroshi Osada’s “S-7 Toolkit” for strategy formulation to argue Porter’s misconception about Japanese lack of strategic thinking and planning (Michael E. Porter (1996) “What is Strategy?” Harvard Business Review, Dec, pp.62-78).

Lastly, Dr. Watson mentioned three “gifts” of management (3R’s) that stands for Direct Responsibility, Dedicated Resources and Decision Rights. He concluded that Hoshin enables implementing strategic change that adding value to process and people.