Hoshin review

(upbeat music) - Hi there, welcome back. In this module we're going to continue our hoshin planning journey as we discuss how to review results of the hoshin planning process. Well specifically by the end of this module you'll know how to track results on a regular basis using the A3 documents we learned about earlier while also learning how to create and present countermeasure reports. Now, to get things started we're going to discuss some critical success factors as it relates to reviewing results. First, it's very important to have a single control center room for visual communication and learning. Now this can be a war room or simply a wall in the office or factory as we see here. Now with this said some companies do keep this information behind closed doors especially if any of the strategic initiatives aren't public knowledge or it contains sensitive HR related information. Next, it's critical to have review cycle calendar allowing all levels of the organization to track results at the appropriate frequency. Now, this should also be linked with leader standard work for those practicing that. Now, what we typically see and recommend is for the frequency of checks to increase as you get closer to the point of action. For example, the CEO and senior managers will likely review their A3s on a monthly basis while supervisors and team leaders may review their A3s on a weekly basis and in some cases daily basis. Well no matter what you and your organization decide upon the most important thing you can do is stick to your plan. If you say there will be weekly meetings it's absolutely critical to meet every week. Now with this said, when first starting with the hoshin planning process we recommend senior leaders meet at least twice per month to speed up the learning cycle. Then, once things have matured, you can move to monthly reviews. Now in the first year or two of doing hoshin more frequent reviews are the key to success. There is a natural tendency for attendance to slip for any new meeting. So, treat this like a mission critical project that everyone schedules as a must. Finally, as we've already mentioned, we do recommend weekly and even daily visual management at the front lines of the business. Next, the last thing the hoshin planning process should do is create new meetings. As such all hoshin review sessions should be integrated with existing management cycles. In other words, we recommend you replace meetings instead of adding new ones. Finally, it's important to define standards for running effective hoshin review meetings. And while there are obviously many ways to go about this we'd like to share some tips and ideas for how to go about running your hoshin review meetings. And as we mentioned in previous modules the A3s we created are dynamic in nature and should be updated on a regular basis. Now here's what the top right action plan section of Tree Tops A3s look like after the teams had begun to work on their initiatives. You'll notice green, yellow and red circles next to each initiative. For example, we see that action item four has green circles next to each of their line items while action item three has red circles. Now green circles represent an action that is On Track. Yellow is meant to warn or caution that an initiative is in danger of slipping and missing their plan and red means initiative or action is Late or off plan. Now, later in the module we're going to share a roadmap for how to run a hoshin review meeting. One of the topics will be how team members are to report on missed actions. Now to see how this is done we'll look at how the Tree Top team tasked with action item three went about creating what we call the Hoshin Planning Countermeasure Report. Now here's what this template looks like and please note that you can download this template in the resources section if you'd like. Now this report is similar to the A3. For example, the first thing the team does is describe the problem. In this example we see that this team is behind schedule and have yet to identify the drivers to the defect problem. The next section is meant for the team to have summarized what they believe to be the root causes of the problem or problems they're experiencing. In this example their Tree Top team reports that there's not enough collaboration between the two departments. Additionally their data collection system hasn't been what they need it to be and lastly the team reported that several meetings had been canceled due to production issues. Now once this is done the team works to define countermeasures. For example, their Tree Tops team has decided to assign co-project leads from the assembly and sawing department. They've also decided to invite the general manager of the plant to their now bi-weekly team meetings ensuring they receive the top management support required. Now the last section of the report summarizes how these countermeasures will be measured. For example, one of the countermeasures was to start collecting defect data on an hourly basis. So to confirm this has happened a team member from another department will verify this has in fact happened. Next, another popular Hoshin Planning tracking tool is called the Bowling Chart since it looks like a bowling score table. Now the Tree Tops team didn't use this particular chart but we did want to share it with you. Now this visual tool is usually used to monitor key performance metrics on a monthly basis. Now it's also prominently displayed in a hoshin war room and used during review meetings. As we see here each strategy or metric starts with the current level of the metric. This is sometimes called the jumping off point. We then document the monthly plan for that metric while noting the actual performance below it. Now when we miss or nearly miss the plan we color that cell red or yellow and the person responsible for that metric creates a Hoshin Countermeasure Report. Now we're also providing a Bowling Chart template in the resources column so be sure to check that out. Okay, so let's spend some time discussing how many companies run actual Hoshin Review Meetings. Obviously we encourage you to massage this however you see fit to make it work for your organization. Additionally, there are a lot of words on this slide which are summarized in a PDF document for this module so please download the PDF and use that for offline access. Now in a moment I'll give you a chance to pause the video in order to read all these steps but some of the main points that I'd like to discuss are that our A3s are the key drivers of this meeting. In fact all meeting participants should review each and every A3 before the meeting starts while also having informal meetings to answer any questions they may have. Again, this happens before the actual meeting ensuring the review meeting is as efficient as possible. Now, once the meeting has began all A3 owners present their progress their teams have made and if any of their actions are yellow or red they then present their countermeasure report accordingly. Now, if you'd like some time to read each of these steps go ahead and pause the video now. Okay, well the last thing that I'd like to share is how to go about the Quarterly and Annual Review Process. You see, it's very important to hold quarterly reflection sessions where lessons learned are captured and shared. Additionally, there should also be an annual review where the team works to improve the hoshin process while also working to set next year's breakthrough objectives. Finally, the most important aspect of the hoshin review meeting is to communicate the learning and progress made across the organization by updating standards. Other things such as rules for meetings, meeting frequency, agendas for meetings and how much data is presented at the meetings is also needed. In short, the hoshin planning process should be continuously improved just like any process. And that wraps up this module. Now as we've discussed throughout this course the PDCA process is at the heart of everything. Along these lines the ability for all team members to problem solve is also absolutely critical. As such we'll discuss how to go about this in the next module. So, we'll speak to you soon.