Hoshin kanri and critical success factors in quality management and lean production

Abstract

Hoshin kanri (HK) is a management methodology commonly practiced in Japan. It coevolved in the 1960s with concepts and practices associated with total quality management (TQM) and lean production as a way to focus the organisation, align goals and plans among all levels and functions, integrate objectives and strategies into daily operations, and review progress to facilitate learning. Although some respected sources consider HK as a component of TQM/lean production (QM/LP), for the most part HK has been relatively ignored by Western academics and practitioners. This paper surveys the empirical literature to show that, among the factors found to be related to successful implementation and sustainment of QM/LP initiatives, many of them are contained within HK methodology and practices. The paper discusses how HK addresses these factors, ponders the reasons for Westerners' ignorance of or lack of interest in HK, and offers suggestions for future research.

Lean thinking: outside-in, bottom-up? The paradox of contemporary soft lean and consultant-driven lean implementation

“…Leadership has been widely described as the most important factor for successful implementation (Netland, 2015) and the main cause of failures (Hines, Martins, & Beale, 2008). Supportive, developing and transformational leadership (Poksinska et al, 2013), as well as systematic coordination through management structures (Nicholas, 2014), have been stressed. While value-oriented rhetoric from an outside expert can be inspirational, as seen in this case study, it is insufficient to change corporate culture (Schein, 2010).…”

“…Lean was later described as a management system for the whole organisation and supply chain, with an emphasis on contingencies and organisational learning (Hines et al, 2004). From around 2000, researchers looked for things that were 'lost in translation' between Toyota and the West (Nicholas, 2014): leadership style (Liker & Convis, 2012), culture (Liker & Hoseus, 2008), and ways of improving and learning (Rother, 2010). Furthermore, lean has become something beyond 'what Toyota would do': a general 'philosophy', which can be translated and adapted to different corporate contexts (Hines et al, 2004).…”

Lessons for Construction: Delivering Mega Project on Time Through Culture and Hoshin Kanri

“…Giordani da Silveira et al (2017) describe how Hoshin Kanri, another lean tool, can assist organizations in achieving goals and improving their performance through their most important resources-the people. Hoshin Kanri has been described by Hutchins (2016); Jolayemi (2008); Nicholas (2016); Tennant and Roberts (2001a) as a method for strategy and policy deployment that strengthens the continuous improvement culture.…”

The Degree of Implementing Hoshin Kanri Methodology in Developing Quality of Culture at the Jordanian Secondary Schools

“…Many companies and institutions in Western countries have focused their attention on addressing the key aspects of formulating the strategy that governs operations, as strategies able to achieve the desired objectives stated in the policy of the institution have been wisely selected. Nicholas (2014) stated that the methodology of the Hoshin Kanri is a common model used in Japanese institutions, though its use is limited in institutions of Western countries. Also, western institutions that adopt this methodology are usually huge institutions.…”