Hoshin Kanri: Policy Deployment for Successful TQM

How do you bridge the sometimes overwhelming gap between your corporate goals and the deployment of those goals?

Hoshin Kanri, the Japanese term for policy deployment, is an approach to strategic planning and quality improvement that has become a pillar of quality management for a growing number of US companies. This policy deployment strategy has become a critical tool for bridging that gap between corporate goals and their successful companywide deployment.

Hoshin Kanri offers top and middle managers a guide for customizing a policy deployment strategy specially suited for their company. This book is a compilation of examples from sucessful policy deployment that demonstrate how company vision is converted into individual resposibility, and how corporate ideals becoming living reality. Charts, diagrams, and case studies lead you through planning, implementation, and the review process for managed change. With Hoshin Kanri there is a continual process of checking to make sure what is done reflects the intentions, targets, and vision the company has agreed to pursue.

Tables and Figures
Publisher’s Message
Preface Contributors
Introduction by Greg Watson

Chapter 1 : TQM and Hoshin Kanri
Chapter 2 : Promotion of Hoshin Kanri
Chapter 3 : Control Items for Hoshin Kanri
Chapter 4 : Hoshin Kanri with Daily Control, Cross-Functional Management, and Work Plans
Chapter 5 : Implementation of Hoshin Kanri : Case Studies
Chapter 6 : Hoshin Kanri as a Part of TQM : A Roundtable Discussion

Appendix A : History of Hoshin Kanri
Appendix B : Chronology of Hoshin Kanri
Appendix C : Management Strategies
Bibliography
About the Author/Editor-in-Chief
Index

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