Hoshin Planning Process

Hoshin Planning Process
Workshop Month xx, 20xx

Agenda Introduction/Ice Breaker 5 min. What is Hoshin Planning? 2 min.
Why use Hoshin Planning? 24 min. How to Use Hoshin min. Questions and Answers min. Example (tbd) min. Wrap Up min.

What is Hoshin Planning?

Hoshin Planning Hoshin is a Japanese term = “compass needle”
Designates setting strategic direction of the organization For HOS Hoshin is: A closed loop management system for identifying, focusing and linking the organization to achieve results. Additionally it contains a daily management that drives constant progress monitoring of these results and reacts to issues as they arise Traces roots to: Management By Objectives (MBO) – Drucker Plan-Do-Check-Act (PDCA)- Shewhart/Deming Sometimes referred to as: Policy Deployment Management By Policy Management By Planning U.S. Based Companies That Have Embraced It Danaher, Hewlett-Packard, Proctor & Gamble, Xerox, Florida Power and Light (FP&L)

Why Use Hoshin Planning?

Why do we need Hoshin Planning?
Proper alignment requires more than independent establishment of strategies Hoshin Planning will align those strategies and drive the execution To Achieve Breakthrough RESULTS! Common Failure Modes: No review of actions or accountability Plans not visible or not measured or measurable Not aligned or linked to the needs of the site A PROCESS to help drive Results!

Hoshin is an active relationship between 2 parts
The two parts of Hoshin are… Hoshin Management Daily Management Hoshin Management (Strategies & Objectives) Special actions/plans are required to achieve a desired result Daily Management (Routine KPI Management) Can achieve targets with usual improvement activity and resources Hoshin Has Two Sides

Why Use Hoshing Planning?
Strategic Objective is Achieved! Hoshin Planning Base KAIZEN Hoshin Planning Base Improvement KAIZEN Hoshin Base Planning KAIZEN Base Base SAY: “All Breakthrough is built on the foundation of Daily Management. We are building PROCESSES, not chasing numbers.” SAY: “This chart displays the effects of Hoshin Planning on an organization. This figure shows how Hoshin Planning along with Kaizen (continuous improvement) will raise the baseline each year until the breakthrough objectives are reached. Once the breakthrough objectives are reached, that level now becomes the beginning baseline for further kaizen. Hoshin Planning ensures that a company remains focused, aligned, and proactive, and retains a sense of urgency. Hoshin Planning will build a sustainable competitive advantage. The key emphasis is SUSTAINABLE. This will produce superior customer satisfaction, major improvements in quality, delivery, and cost (QDC), results that are tied to the strategy, and multi-functional teamwork.” Hoshin Planning forces an organization to decide what and what not to focus on. Year 0 Year 1 Year 3 Year 2 Year 4 To Build Sustainable Competitive Advantage

Why Use Hoshin Planning?
VS. SAY: “Hoshin Planning is a good tool for communication... It gets everyone on the same page for what is or is not important.” SAY: “PD provides focus (what to do, what not to do). HP communicates the importance; what HP means for each person.” Cover these points: Hoshin Planning is used to align targets and means throughout the organization. This means aligning objectives and resources. Everyone knows their place and how they fit into the “big picture” from the Strategic Plan to the Point of Impact. To Align Objectives and Targets Throughout the Organization

Daily, Weekly & Monthly Monitoring of Progress
Daily Management Daily Management (Routine KPI Management) A visual management system to highlight day-to-day issues that drives rapid implementation of countermeasures. A communication tool that drives alignment to the lowest levels of what is important to the site. Strong linkage into the Visual Management and Leadership Standardized Work systems at the site Daily, Weekly & Monthly Monitoring of Progress

Hoshin Planning Summarized
Both Controlled by Rigorous Process Control Systems and measured frequently to drive results OBJECTIVES Cash Growth QMS Daily Mgt. Hoshin Management People AOP All activities necessary to carry out the routine work for the SBU STRAP STRATEGIES Defined to follow and be governed by… Rapid Problem Solving methods PDCA Demonstrated through standardized work On the shop floor Controlled and driven through Leadership Standardized Work in daily gemba walks

How to Use Hoshin?

How Should You Spend Your Time?
What Does Hoshin Planning Mean To You? Top Mgt Breakthrough Middle Mgt Kaizen Supervisor Daily Management Front Line Associate SAY: “If management is not doing breakthrough action plan development then what are they doing? Breakthrough means managing the action plans. Can not push the Breakthrough management down because that level is doing kaizen and daily management % of the leadership’s time is on Breakthrough management. With Hoshin Planning, the top management should be spending more than 60% of their time on breakthroughs. The diagram represents what will take the most time with each of the management levels when Policy Deployment is in place. Challenge yourself to meet this model. Leaders should lead.” SAY: If a ship has cannonball holes and you don’t plug them, the ship will sink fast. If you only plug holes with no one steering, the ship will run aground. Understand where you are and what is breakthrough for you. This is an active chart. Move it in the right direction. Adapted From Beyond Strategic Vision, Effective Corporate Action With Hoshin Planning; Cowley, Domb, 1997 pg. 57 How Should You Spend Your Time?

Timing of Hoshin Planning
JULY AUGUST SEPT OCT NOV DEC JAN STRATEGIC PLANNING HP LEV 1 COMPLETE ACTION PLAN DEV COMPLETE SAY: “Level 1 Matrix is done literally out of STRAP. Like to see Level 1 with the budget, Level 2 done in December with Action Plans. Senior management transitions into the following year in Q4 of current year. Leadership team should be thinking of the following year after the STRAP review.” SAY: “KEY that Budgeting process is done in conjunction with HP (otherwise may not “fund” Improvement Priorities).” HP LEV 2 & 3 COMPLETE NEW YEAR HP BEGINS CONCURRENT BUDGETING PROCESS

7 Phase Hoshin Planning Process
Establish Organizational Vision PLANNING P Strategic Planning/ Develop 3-5 Year Breakthrough Objectives Develop Annual Breakthrough Objectives and Improvement Priorities Self-Diagnosis Catchball Deploy Improvement Priorities D Lean SS CAP Implement Improvement Initiatives IMPLEMENTATION A SAY: “Daily management processes well in-hand equals bulk of time spent on Hoshin Planning.” The Planning Process Establishing Organizational Vision The first phase in the planning process is establishing organization vision. During this phase, the strategic business unit will develop a vision statement, mission statement, and values statement for the company. Strategic Planning/ Develop 3-5 Year Breakthrough Objectives The second phase in the planning process is known as strategic planning. Strategic planning involves analyzing the gap of where the company should be functioning and where it is currently functioning. If necessary, root causes are determined from the gaps that are discovered and breakthrough objectives are developed in order to target the root causes. The breakthrough objectives are worked towards over a period of 3-5 years. Develop Annual Breakthrough Objectives & Improvement Priorities The third phase in the planning process is determining what is breakthrough for the first year of your policy deployment, and developing improvement priorities that are process-oriented, focused, clear, measurable, and designed to meet the annual breakthrough objectives. Consideration should be paid to developing the underlying business processes necessary to achieving the result. Deploy Improvement Priorities The fourth phase in the Hoshin planning process is to deploy the improvement priorities. At this step, the multi-functional areas of the company are identified and the improvement priorities are aligned to the multi-functional areas. The Implementation Process Implement Improvement Priorities At this point the planning development is now put to action. Value Stream Mapping is performed to identify HOS/Lean opportunities. The Lean Tools are selected and utilized in order to maximize opportunity and meet objectives. The Review Process Monthly Review Each level of deployed policies is reviewed on a monthly basis. Scorecards and control charts, both measurement tools, are used to track monthly progress. At this review period, the focus is on the exceptions; where are you off target? When you determine the exceptions, countermeasures are developed and acted upon. Annual Review Process The annual review is a self diagnosis step that examines the results of the policy deployment and focuses upon the processes you did or did not set in place. Root Cause Countermeasures REVIEW Critical Step Monthly Review C Annual Review Annual Review

The Process of Critical Thinking (PCT)
Step 1 : WHAT Breakthrough Thinking Step 2 : HOW FAR Annual Breakthroughs Step 3 : HOW Identify Key Driver Process Step 4 : HOW MUCH/ WHEN Determine Measures & Track SAY: “We will begin now to focus more in-depth on the critical thinking process. This is the 5 chain step process to create Hoshin Planning.” Step 5 : WHO Identify Key Resources & Deploy

Breakthrough Thinking Leads us to World Class
PCT Step 1 – WHAT? World-Class Breakthrough Objective Best-In-Class Industry Standard GAP SAY: “__________________ has always strived towards world class benchmarks. Even if we don’t get to world class, the journey will get us much farther than the competition.” SAY: “Breakthrough Thinking requires examining world-class standards and comparing it to the current situation. This also requires narrowing focus down to the critical few.” Current Situation Current Situation Breakthrough Thinking Leads us to World Class

PCT Step 2 - HOW FAR? Identify First Year Breakthrough Objective
Yr 3 Annual BT Objectives Yr 3 Yr 2 Annual BT Objectives Yr 2 Yr 1 Annual BT Objectives Yr 1 Current Situation SAY: “No 3-5 year Breakthrough can be achieved in 1 year. Neck down the funnel to something actionable.” SAY: “Identify First Year Breakthrough Objective. This is what you want to accomplish in Year 1 to target your Breakthrough.” Identify First Year Breakthrough Objective

Identify Key Driver Processes
PCT Step 3 - HOW? Annual Breakthrough Objective Improvement Priority Why? Why? GAP Why? Why? Current Situation Why? SAY: “The lines of the fishbone diagram represent different bones that show possible causes of the gap between the breakthrough and the current situation. The “5 Whys” represent identifying true problems or root causes, and not just the symptoms of the problem. We will attack these hurdles with Improvement Priorities.” SPECIAL NOTE TO INSTRUCTOR If class does not have the data to do this step immediately, it may be necessary for the instructor to go to the next step, “HOW MUCH/WHEN” in order to “jump start” the class into being able to do this step– “HOW.” Identify Key Driver Processes

PCT Step 4 - HOW MUCH/ WHEN?
100 SAY: “When objectives have been developed, measures are developed in order to determine progress in meeting the objective. SAY: “KEY – Pick a metric that will tell you if the process is improving.” SPECIAL NOTE TO INSTRUCTOR If the class does not have data, the instructor may opt to skip to this step when actually going through the PCT later with the class. This will help “jump start” the class into determining Step 2 – HOW. Determine Measures & Track

Improvement Priorities
PCT Step 5 - WHO? 100% 100% Resource A Current Distribution Of Resources Team B 3% 20% Relative Impact On Improvement Priorities 20% Resource C Resource D 40% Team E SAY: “Identify the roles and responsibilities of the multi-functional areas and their impact on the objectives so we can deploy the objectives to them. SAY: “Important point – Dynamic (changing all the time) resource allocation.” SPECIAL NOTE TO INSTRUCTOR Get them thinking about where their resources are and where they need them to be. Instructor can expand discussion discuss “resource” in a variety of ways. 0% 0% Identify Key Resources & Deploy

Daily Management and Hoshin Planning
Once Breakthrough is achieved… process is standardized to Daily Management! Strategic Objective is Achieved! Hoshin Planning Hoshin Planning KAIZEN Improvement KAIZEN Hoshin Daily SAY: “Hoshin Planning is the process used to manage Breakthroughs. Daily Management is the process used to manage Key Performance Indicators. Breakthroughs become Daily Management when they are sustainable.” SAY: “Daily Management is the foundation for Hoshin Planning. HOS lean maturity dictates when a Daily Management process in one company may be a Breakthrough.” SAY: “Effective Daily Management will drive incremental improvement.” Planning Mgmt Daily KAIZEN Mgmt Daily Foundation for HP Mgmt Daily Daily Mgmt Mgmt Year 0 Year 1 Year 2 Year 3 Year 4

PCT & the Top Level HP Matrix
Improvement Priorities HOW All items are listed in priority order starting from the center Annual Breakthrough Objectives HOW FAR Targets to Improve HOW MUCH WHO 3-5 Year Breakthrough Objectives WHAT NOTE: This slide has animation. DO: Cover broadly what each of the 5 topics of the Process of Critical Thinking are and introduce this Top Level Matrix. Stress that while this training covers the instructions necessary to complete the HP matrices, that HP is NOT FORM FILLING-OUT. It is about the process of critical thinking that drives our focus. SAY (re: How Much): “The ‘How Much’ is where we keep score and when we miss it we do countermeasures.” (this then feeds the next slide on countermeasures). When you click to animate, indicate to the class that items placed on the matrix are always placed in priority order so that you are always sure of what is most important when viewing the items, and to ensure that your top priorities are appropriately resourced. Annual Metrics RESOURCES = Primary Responsibility = Secondary Responsibility OWNER

Complete Top Level HP Matrix
3- HOW Use dots to show relationship of Targets and Resources to the Improvement Priority Use dots to show relationship of Improvement Priorities to Annual Objectives 5- WHO Top Level Improvement Priorities NOTE: Only Solid dots on a resource deploy to the next level Annual Breakthrough Objectives Targets to Improve 2- HOW FAR 3-5 Year Breakthrough Objectives SAY: Every solid dot that deploys an Improvement Priority gets a Second Level Matrix! The clear circles indicate other areas of support. The clear circles do NOT get a second Level Matrix. Why do you think this is so? (so that we do not loose focus!) NOTE: It is not necessary to insert dots linking targets to the 3-5 year breakthrough. 4- HOW MUCH RESOURCES = Primary Responsibility 1- WHAT = Secondary Responsibility OWNER The whole picture of your company on one sheet of paper!

Linkage on the Matrix Top Level Improvement Priorities
Dots show linkage from Target back to Breakthrough for that level Top Level Improvement Priorities Annual Breakthrough Objective Targets To Improve 3-5 Year Breakthroughs SAY: “Do not let mechanics get in the way of the Process of Critical Thinking”

Points to Remember about the Matrix
As soon as a solid dot is placed above a resource, that resource will get a lower level matrix or an action plan. Clear circles indicate support resources. They do NOT get a lower level matrix or action plan unless they get a solid dot on another matrix. The dots are to be used as a sanity check The Improvement Priority is deployed to the lower level matrix or an action plan TOP LEVEL - Company Danaher Business System Office - Policy Deployment 1998 l Primary Responsibility m Secondary Responsibility Resources Improvement Top Level Priorities Breakthrough Annual Objectives Targets Improve to Breakthrough 3-4 year Objectives SECOND LEVEL - Plant SAY: “If the Process of Critical Thinking is done well – what appears on your HP charts will be a natural fall-out from that thinking.” Second Level Policy Deployment Second Level Improvement Priorities Improvement Top Level Priorities Improve Targets to Breakthrough Annual Objectives l Primary Responsibility RESOURCES m Secondary Responsibility

Transferring Improvement Priorities to the 2nd Level
TOP LEVEL The 2nd level 12 o’clock and 3 o’clock positions have all new text in them – nothing is rotated into them from level 1. TOP LEVEL Policy Deployment 2004 l Primary Responsibility m Secondary Responsibility Resources Imp. Priorities and Annual Objectives are copied directly onto the 2nd Level HP. Matrices. Top Level Improvement Priorities Annual Breakthrough Objectives Target to Improve Breakthrough 3-5 Year Objectives SECOND LEVEL Second Level Policy Deployment l Primary Responsibility m Secondary Responsibility RESOURCES Typically, a 2nd Level Matrix is created for a primary resource for each top-level Improvement Priority. SAY: “The targets to improve do not cascade directly to a Level 2. Targets to Improve show the effectiveness of the key driver process.” SAY: “Targets DO not rotate from the top level to the next level. The Second Level Improvement Priorities have separate Targets to Improve than the top level.” Second Level Improvement Priorities Top Level Improvement Priorities Target to Improve Annual Breakthrough Objectives

Transferring Improvement Priorities To The 3rd Level
SECOND LEVEL Not always suggesting you need 3rd Level. Based on size, complexity, breadth, and maturity of organization. SECOND LEVEL Policy Deployment 2004 l Primary Responsibility m Secondary Responsibility Resources Top Level and Second Level Imp. Priorities are copied directly onto the 3nd Level HP Matrices. Second Level Improvement Priorities Top Level Improvement Priorities Target to Improve Annual Breakthrough Objectives THIRD LEVEL THIRD Level Policy Deployment l Primary Responsibility m Secondary Responsibility RESOURCES If necessary, a 3rd Level Matrix is created for a primary resource for each second-level Improvement Priority. Third Level Improvement Priorities Second Level Improvement Priorities Target to Improve Top Level Improvement Priorities

Use dots to show relationships between Improvement Priorities
Completing the Second Level PD Matrix 3- HOW Use dots to show relationship of Targets and Resources to the Improvement Priorities 5- WHO Use dots to show relationships between Improvement Priorities and Annual Objectives 2nd Level Improvement Priorities 2- HOW Use dots as a check to make sure the Improvement Priorities & Targets meet the goal and support the Annual Breakthrough Objectives Top Level Improvement Priorities Targets to Improve Annual Breakthrough Objectives DO: Discuss the rotation around the matrix. What goes where? RESOURCES 4- HOW MUCH/WHEN 1- HOW FAR = Primary Responsibility = Secondary Responsibility OWNER

Cascade as many times as
Cascading Priorities to ACTION TOP LEVEL – Company/Group Danaher Business System Office - Policy Deployment 1998 l Primary Responsibility m Secondary Responsibility Resources Point of Impact - Action Plan The level where root causes are addressed! Action Plans can be initiated out of any matrix level. Top Level Improvement Priorities SECOND LEVEL – Plant/Business Annual Breakthrough Objectives Target to Improve Breakthrough 3-5 Year Objectives Second Level Policy Deployment l Primary Responsibility m Secondary Responsibility RESOURCES Second Level Improvement Priorities Top Level Improvement Priorities Target to Improve Annual Objectives Breakthrough ROOT CAUSE LEVEL- Sub Plant/Dept POINT OF IMPACT - ACTION PLAN Engineer/Supv Cascade as many times as necessary to the Root Cause Level SAY: “KEY POINT – Do not over-deploy! We want to get to Action Plan as soon as possible.” Second Level Policy Deployment l Primary Responsibility m Secondary Responsibility RESOURCES POINT OF IMPACT Third Level Improvement Priorities Second Level Improvement Priorities Target to Improve Top Level Improvement Priorities

Creating Action Plans Create an Action Plan For every Improvement
Priority at the Point of Impact Step 4: Identify the impacts on the improvement priority and top level breakthrough objective SAY: “Without an action plan – Hoshin Planning is worthless. Policy Deployment Targets drive the annual result. The Action Plan drives the month by month results. Create an Action Plan for every Improvement Priority at the Point of Impact. End goal on Scorecard is already determined.” Step 3: What is the current status of the action. Color code background as red to show items past due. Step 1: Determine actions & write on worksheets Step 2: Record ownership and timing of the actions

Action Steps Complete the Cause & Effect Chain
Breakthrough Objective: Attain competitive advantage in Delivery Performance Effect = Results! Annual BT Objective #1: Streamline Engineer-to-Order Processes Effect = Cause Top Level Improvement Priority: Use HOS Tools to improve value stream of Engineer-to-Order Process Second Level Improvement Priority: Implement Improved Order Entry Process Effect = Cause Action Step 1: VSM Customer Service Process POINT OF IMPACT SAY: “KEY: Don’t get lost in actions and not calibrate back to higher level breakthrough objective. Are you working on the right things?” POINT OF IMPACT Action Step 2: SW Kaizen to improve productivity by 35% Actions = Cause POINT OF IMPACT Action Step 3: VRK to reduce Quote processing time by 50%

Where VSM and Fits Into The Process
Breakthrough Objectives Annual BT Objectives Top Level Imp Priorities 2nd Level Imp Priorities Value Stream Mapping DO: Summarize where VSM fits in. Action Plans

Action Plans Drive The Rate Of Improvement
DASHBOARD/SCORECARD SAY: “Action Plans will drive what you plan on your Scorecard.”

Targets To Improve are entered in priority order
Scorecards Targets To Improve are entered in priority order JOP – Jumping Off Point from which you started tracking the target YTD ACT – Each month this field gets updated (is YTD from the monthly fields located to the right) NOTE: This slide animates the definitions of the form. Planned targets are established for each month based on the overall Target to Improve. An actual that is a miss from the plan, is color coded red

IMPROVEMENT PRIORITIES 3-5 YEAR BREAKTHROUGH OBJECTIVE
Each Target is Copied to the Top Level Scorecard Reduce New Prod. Dev. Cycle TOP LEVEL IMPROVEMENT PRIORITIES ANNUAL BT OBJECTIVES TARGET Dev. Cycle to 120 Days by 12/95 TO Increase Market Share to 60% IMPROVE Production Department Engineering Department Human Resources Dept. Materials Department Marketing Department Finance Department Sales Department 3-5 YEAR BREAKTHROUGH OBJECTIVE SAY: This slide shows where the improvement priority and target go on the top level bowling chart. The improvement priority and target are copied in the same manner to a second level bowling chart. RESOURCES = Primary Responsibility = Secondary Responsibility TOP LEVEL MATRIX TOP LEVEL SCORECARD CHART

Scorecards are Created for All HP Matrices
TOP LEVEL Danaher Business System Office - Policy Deployment 1998 l Primary Responsibility m Secondary Responsibility Resources Title SCORECARD Improvement Top Level Priorities Breakthrough Annual Target s to Objectives Improve Breakthrough 3-5 year Objective SECOND LEVEL Second Level Policy Deployment l Primary Responsibility m Secondary Responsibility RESOURCES SCORECARD SAY: “Each matrix gets a Scorecard.” Improvement 2nd Level Priorities Targets to Improvement Top Level Priorities Improve Annual Breakthrough Objectives

The Review Process – Ensure Plan and Learn
Execute To The Plan Conduct Regular Reviews P A D C Execute to the plan and perform daily, weekly and monthly reviews of each action plan (Daily Mgt.) Reviews are designed to keep the Hoshin Plan on track Improvement Action owners don’t come to be evaluated The intent is to present the results of self assessment The review team provides focused assistance primarily around the owner’s analytical process and preparation. What did you plan to do? (Plan) What did you actually achieve? (Do) How does actual vs. target compare (CHECK) Standardize what’s working, implement countermeasures and/or plan again as required. (ACT)

Manage Daily Management Through Leadership Standard Work
Embed the Hoshin Plans into Leadership Standard Work Make the Hoshin review process part of the daily, weekly and monthly audit process The key is to constantly monitor progress and drive accountability to the lowest level

Third Level HP Countermeasure Sheet
$136k monthly miss is due to Delayed Evaluation Kit Development, Insufficient Sales Prospects and Delayed Print Engine Delivery. Problem Statement: What Short-Term: 10/28/03 Long-Term: 12/15/03 Countermeasures How Much (Impact) $61 Who MJF JBR RZ/ MJF Addressed Root Cause: Delayed Print Engine Delivery Execute kanban re-sizing process for Printos at once per quarter frequency (currently twice-per-year…which is not frequent enough for ramping production). DW/HW Delayed Evaluation Kit Development Assign additional Engineer to complete evaluation kit development (delayed one month) in time for ITMA show. Update Tollgate process to include Engineering development for necessary targeted-vertical launch kits. Insufficient Sales Prospects Execute Sales Funnel Targets for UK 'T' Shirt outlet…twice per week follow-up on Sales Funnel Targets with Sales Engineer. Third Level HP Countermeasure Sheet Improvement Priority: Targets to Improve: Process and organization to grow Printos sales in textiles and ceramics Increase Printos valve/module sales in textiles & ceramics from $100k to $2,500k in 2003 $48 When $27 10/15/03 10/22/03 Run Chart $0 $50 $100 $150 $200 $250 $300 $350 $400 $450 $500 2003 Plan 2003 Actual $20 $3 $65 $123 $345 $397 $286 $333 $453 $21 $22 $136 $164 $330 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Pareto (the "Why" you missed) 0% 10% 20% 30% 40% 50% Percent 45% 35% Delayed Evaluation Kit Development Insufficient Sales Prospects Delayed Print Engine Delivery % Delayed Evaluation Kit Insufficient Sales Delayed Print Engine DO: Click to the next slide. The purpose of having this slide blank is so that the participants can clearly see the form. The following slide has animated points about Countermeasures.

5 Why Analysis ????? Systematic method to drive to the true root cause(s) of a problem Simply ask “why” in a step ladder approach until fundamental root cause is discovered. Root cause is not simply listing the symptoms of a problem Normally, after up to 5 steps, the true root cause(s) will be exposed

Action Plans vs. Countermeasures?
Countermeasures are reactive – they address how to get back to plan when a goal is missed for a period HP miss Jump Off Point (JOP) to stretch target Action Plans are proactive – they address how to achieve a particular goal from the jump off point (JOP) to the stretch target

Monthly HP/ISC Review Agenda Format
Establish the Growth Agenda for Today’s HP Review Financial Review Hoshin Planning - Road Blocks to Growth, Major Predetermined Topics - Established HP Growth Initiatives - New Product Development - Remaining HP Elements (Q, D,C) KPI’s People/Org. Issues Other Business 5% 15% Follow a typical MOR session 60% Monthly PD is typically an 8 hour meeting SAY: “Want to spend time looking forward... Not all backward.” SAY: “Regarding the Growth Agenda, HP should include Growth already, and the purpose of the Growth Agenda is to outline expectations that HP should address Growth.” SAY: “Not as relevant at Level 2, 3, etc.” 20%

Hoshin Planning Summary
Aligns Strategy and Execution Systematically develops and links plans from organizational vision to operational tactics Ensures deep and common understanding and maximizes ownership and buy-in to plan Requires thoughtful, detailed planning for each and every improvement action Consistently assesses actual performance vs. plan and addresses issues and learns from the process All Employees are Engaged in the Process

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