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🔉Listen to Dr. Jeffrey Liker explains Toyota Way to Lean Leadership Chapter 5️⃣ Summary
Chapter 5️⃣ | Hoshin Kanri: Align Vision, Goals, and Plans for Continuous Improvement
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⏺️ Toyota’s success can be attributed to group leaders’ daily kaizen leadership and the backing of leadership from the bottom of the organizational pyramid.
⏺️ However, a solely bottom-up approach for a global company has limitations.
⏺️ In a system in which each work group operates semiautonomously, owning its own process, kaizen projects do not necessarily complement one another.
⏺️ Every organization, Toyota included, needs to prioritize its initiatives and to adjudicate and resolve the differences between competing or conflicting efforts.
⏺️ Toyota’s approach to the universal challenge of coordinated, directed action across the corporation is hoshin kanri, also known as policy deployment or strategy deployment.
⏺️ Hoshin kanri is the process of setting goals and targets and, most importantly, the concrete plans for reaching those targets.
⏺️ Hoshin Kanri links the leadership together in a tight chain of goal setting and goal achievement.
Source: The Toyota Way to Lean Leadership: Achieving and Sustaining Excellence through Leadership Development.
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