Home : Educational Stuff : Training Session : Getting The Right Things Done - A Leaders Guide to Planning & Execution
Getting the Right Things Done -
A Leaders Guide to Planning & Execution
Who should attend: Executives, Senior & middle managers, Lean facilitators, engineers and specialists
Length: 2 days
Objective: This working session will teach participants the fundamentals of Hoshin Kanri (Strategy Deployment), Toyota's planning and execution system. Participants will gain a practical understanding of Hoshin Kanri tools through interactive group activities and business case studies.
Content: Focus and alignment are the biggest constraints any lean transformation faces. In this two-day, hands-on workshop, you will use interactive case studies and exercises to learn the proven strategic planning and execution system called Strategy Deployment or Hoshin Kanri. You will learn how to focus and align activities, how to involve all levels, and how to apply the scientific method of plan, do, check, adjust (PDCA) to consistently achieve required results.
Strategy deployment matches available resources with key activities so only activities that are desirable, important, and achievable are authorized. Hoshin Kanri aligns functions and activities with critical strategic goals by developing -- usually through an annual planning process -- clear and aligned actions, timelines, measures, and responsibilities. It provides the support structure for the weekly, annual, and long-term cycles of the PDCA method. You'll learn:
• The philosophy and structure of the strategy deployment system using case studies and group activities
• The fallacies of the command and control school of planning
• 9 wastes of knowledge
• The Three PDCA cycles
• Using Catchball to create shared understanding and alignment
• The key thinker (Pacemaker concept)
• A3 thinking
• How to make strategy deployment part of your culture
Strategy deployment answers the critical planning questions: Who are we? Where are we going? How do we get there? How do we involve and motivate our team members? How do we sustain our activities? How do we learn from our successes and our failures?
The success of a lean transformation hinges on the company's answers. Unfortunately, our activities are often hindered or even crippled by horizontal and vertical disconnection in knowledge flow. Strategy deployment makes knowledge flow by applying the scientific method of PDCA at all levels. It encourages clear thinking, breaks down barriers, and facilitates cross-functional management. It becomes the nervous system of the learning organization.
Day 1: Fallacies of the Command & Control school of planning - and how to avoid them; the Strategy deployment system, PDCA at each level, Catchball, Pacemaker concept, A3 Thinking
Day 2: Building the management system, PDCA at the supervisor, manager and executive level, Metrics - the dashboard concept, contingency planning, implementing Strategy deployment - key thinker (pacemaker) role, sustaining Hoshin Kanri - common obstacles & how to deal with them, Case studies.
Interested in attending this training workshop? firstname.lastname@example.org