Some personal stuff about me

Transcription

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3 Chad Burroughs

4 Some personal stuff about me

5 Aristotle, Greek Philosopher & Scientist 5

6 ?

7 ! 1 OUT OF 10 1 OUT OF 10 people accomplish their New Year Resolutions Organizations accomplish Strategic Plans - USA Today We re not passionate enough about the goals we set No one is holding us accountable Our goals are not specific enough Reluctance to address big issues Failure to hold one another accountable Plans get too complicated - Forbes Magazine??

8 This shouldn t be a surprise though, right?

9 But why? because companies wouldn t exist without the people. So if we have problems finishing our goals as individuals it makes sense that we have problems finishing our annual strategic goals in the companies we work.

10 ! If we accomplish our New Year s Resolution goals we feel good about ourselves! RIGHT?

11 ! If we fail to accomplish our New Year s Resolution goals we only let ourselves down. RIGHT? If we accomplish our New Year s Resolution goals we feel good about ourselves! RIGHT?

12 ? What happens when a company doesn t accomplish goals? Raises Stop Employees May Feel Like the Company has No Direction We Start Losing Hearts and Minds of Our People! 12

13 ! So, when companies fail to following through on objectives: an entire culture can be effected.

14 Hoshin Kanri Hoshin: Setting Direction or Compass Kanri: Management Together the term means managing objectives Hoshin planning ensures the direction is carried out.

15 Hoshin Kanri Ensures the vision and strategic goals of a company are met Drives progress and action at every level within the company Eliminates the waste of inconsistent direction and poor communication.

16 Game

17 F How many F s did you count?

18 F

19 What do you see?

20 What do you see?

21 Hoshin Kanri The point is that we all see things a little differently.

22 Hoshin Kanri So, if we re in a boat and some peope feel we should row one way, and others feel we should row another way.well. we get nowhere!

23 Hoshin Kanri We Start with a Destination On the Beach in 3 Hours Going to the Beach Food Break Bathroom Break Major Detour Crying Baby Crying Baby VICTORY Bathroom Break Crying kids Start Journey Really Major Detour Current Location

24 Hoshin Kanri Steps Establish Vision

25 High Level Actions Annual Target to Improve 3-5 Year Breakthrough Goals Resources Primary Responsibility m Secondary Responsibility OWNER'S NAME HERE 25 25

26 High Level Actions Annual 1 VISION Target to Improve 3-5 Year Breakthrough Goals Resources Primary Responsibility m Secondary Responsibility OWNER'S NAME HERE 26 26

27 Hoshin Kanri Steps Establish Vision Develop Breakthrough

28 Develop Breakthrough : High Level Actions Should Represent Significant Improvements Annual Target to Improve Year Breakthrough Goals Should Stretch the Organization Should have a Cross-Functional Effort Often referred to as the WHAT Resources Primary Responsibility m Secondary Responsibility OWNER'S NAME HERE 28 28

29 Hoshin Kanri Steps Establish Vision Develop Breakthrough Develop Annual

30 Develop Annual : High Level Actions Needed to achieve Breakthrough 3Annual Target to Improve 3-5 Year Breakthrough Goals 12 Month Increments Sometimes referred to HOW FAR meaning how far do we need to get this year to stay on track towards our BREAKTHROUGH OBJECTIVES. Resources Primary Responsibility m Secondary Responsibility OWNER'S NAME HERE 30 30

31 Hoshin Kanri 1 2 Establish Vision Develop Breakthrough Develop Annual 7 Steps 3 4 Deploy Annual 5 6 7

32 Deploy Annual (through high level actions) High Level 4Actions Annual Target to Improve 3-5 Year Breakthrough Goals Each objective is broken down into one or more improvement priorities Communicates how we will support the strategy Answers the question: WHAT NEEDS TO BE DONE? Measurable Easy to communicate Not short term Resources Primary Responsibility m Secondary Responsibility OWNER'S NAME HERE 32 32

33 Hoshin Kanri 1 2 Establish Vision Develop Breakthrough Develop Annual 7 Steps 3 4 Deploy Annual 5 6 7

34 Catchball Catchball seeks to get input from every level within the organization. After goals are set leadership tosses the goals to lower levels throughout the organization and waits for feedback. -Everyone has a voice!

35 Hoshin Kanri 1 2 Establish Vision Develop Breakthrough Develop Annual 7 Steps 3 4 Deploy Annual 5 Implement Annual 6 7

36 Implement Annual : High Level Actions 5 Annual Target to Improve At this point we know what we need to do and how it all fits into the overall strategy Now its time to execute projects through PDCA, Kaizen Events, DMAIC, DMADV, VSM assessments. 3-5 Year Breakthrough Goals Resources Primary Responsibility m Secondary Responsibility OWNER'S NAME HERE 36 36

37 Gain 20 new contracts with new customers Add 20,000 this year Increase revnue 15% between new and current contra Increase capacity of current cells by 25% Increase contracts to 60% from NE USA Increase Contracts 90% from South East US Increase contracts 70% from South Westt US Secure Permits by Q2 Next Year Work with local municipalities to secure permits 4 new contracts for services with existing clients Sign 2 new contracts with new clients In Cell A: Increase Capacity to 80% In Cell B: Increase capacity to 80% D. Richardson J. Davis C. Bradley R. Parker T. Grimsley S. Vanada S. Thompson C. Nestle T. Nelson Annual Targets to Improve Team Involved Top Level Policy Deployment Increase contract in North East Region m Increase contract in South East Region m Increase contract in Western Region Determine location of building on current property m Work with local municipalities to secure permits Sign new contracts for services with existing clients Sign new contracts with new clients m Increase Capacity in Cell A m Increase capacity in Cell B m High Level Actions 4 3 Top Producer of Widets in the World Year Breakthrough Goals Iincrease throughput 50% Resources Increase revenue 50% Primary Responsibility Increase square footage of prod space (50,000 sqft) m Secondary Responsibility Gain 10 new customers HOSHIN PROCESS OWNERS NAME HERE

38 Hoshin Kanri 1 2 Establish Vision Develop Breakthrough Develop Annual 7 Steps 3 4 Deploy Annual 5 Implement Annual 6 Monthly Review 7

39 6 Monthly Review Actions from Top Level HK transferred to Bowling Chart for Monthly Tracking. Use RED AMBER GREEN for quick visualization of status

40 Top Level Deployment Top Level Top Level Bowling Actions from Top Level HK transferred to Bowling Chart for Monthly Tracking. Use RED AMBER GREEN for quick visualization of status. Second Level Deployment Second Level Second Level Bowling Third Level Deployment Third Level 40 40

41 Hoshin Kanri 1 2 Establish Vision Develop Breakthrough Develop Annual 7 Steps 3 4 Deploy Annual 5 Implement Annual 6 Monthly Review 7 Annual Review

42 Hoshin Kanri 7 Steps 7 The annual review gives us a chance to go back and look out our successes and challenges.

43 Reasons Not to Practice Hoshin Kanri (You Will Hear These at Some Point)

44 Hoshin Kanri Can we plan for everything? No! Accidents happen an accident is an unpanned event...but when we don t plan we react.

45 Recap Establishes Vision Develops Breakthrough Sets Annual Targets to Accomplish Breakthrough Implements Annual Monthly and Annual Reviews to ensure progression

46 Hoshin Kanri = Aristotle, Greek Philosopher & Scientist 46

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