Strategic Plan towards Operational Excellence
Kaizenex help our clients determine their Operational Excellence Enterprise level through an assessment tool. We have an off-the-shelf assessment tool, while we can also provide a custom fit assessment as deemed fit to the requesting clients.
The key characteristics of operational excellence are group into four dimensions: (adapted from Shingo Prize);
Kaizenex will help you analyze the results, prioritize and build a breakthrough objectives and strategy through Hoshin Kanri and setting new targets to help you get closer to operational excellence level . Hoshin Kanri as a methodology to capture and concretize strategic goals as well as to develop the means to bring plans to reality.
Strategy deployment is part of hoshin plan activity which means communicating the strategy, creating alignment, and creating accountability. It aligns the organization to a small, manageable, number of high impact objectives.
Long-term strategy is aligned to three-year breakthrough objectives, which are then aligned to annual improvement programs.
A process called “catch-ball” is used to create buy-in and alignment through organization layers.
This is the phase where we define a time to reflect and check results, a time to pause and learn and see the progress and make adjustment. Quick and frequent reflection (hansei) Formalize a period of reflection in the daily meetings Take five or ten minutes at the end of a gemba walk to reflect, individually or as a group, on what was observed and learned Strategy Reflection (hansei) Initially a quarterly then eventually an annual meeting, perhaps offsite, to review principles, vision, mission, and especially strategies.