Hoshin Kanri – Strategy Deployment and Lean Performance Management

What is Hoshin Kanri?

Hoshin Kanri is a Lean strategic management system that ensures everyone in the organization works in the same direction.
It is a tool for performance management, Innovation prioritization and strategy implementation/deployment.
It enables managers and teams to translate long-term strategy into concrete, measurable actions at team and departmental level—
and to steer performance throughout the fiscal year.

This training is a hands-on, structured program with one clear outcome: a living Hoshin A3
that becomes the single reference point for strategy execution, daily management, and performance follow-up.

Why Hoshin Kanri (and why most implementations fail)

Most organizations struggle not with strategy creation, but with strategy deployment:

• Objectives remain abstract
• Focus on the short term
• Teams work hard, but not aligned
• KPIs exist, but don’t drive behavior
• Follow-up meetings lack structure

Hoshin Kanri solves this—if implemented correctly.
This training focuses on practical deployment.

Training Objectives

The objectives of this training are to enable participants to:

• Gain insight into their current management and steering system
• Understand the Hoshin Kanri methodology and deployment process
• Understand the role of the manager within the Hoshin Kanri process
• Be able to apply Hoshin Kanri within their own organization or department

Participants develop a solid and practical understanding of Hoshin Kanri, enabling them to
turn strategic intent into consistent execution.

• Fully understand Hoshin Kanri and its core building blocks
• Implement Hoshin Kanri effectively within their own organization
• Link long-term strategy directly to daily execution
• Move from ambition to measurable results in a structured and disciplined way

This training demonstrates how strategy is actually executed

We start by building a clear and shared understanding of what Hoshin Kanri really is
and how it differs from traditional approaches to strategy and performance management.
Secondly we focus on the design of a Hoshin Kanri system that fits the organization and its strategy and how to define hoshin items and targets.
Next we focus on the ‘direction management’ and follow up process, followed by a suggestion of an effective Hoshin Template, which brings all elements together, and we conclude with the link of Hoshin with strategy.

Manufacturing & Industrial Environments

• Executives and senior management
• Plant managers and production managers
• Department and functional managers
• Quality, supply chain and logistics managers
• Industrial and process engineers
• Lean experts, Lean leaders and Lean trainers
• Professionals responsible for strategy deployment and performance steering

Office & Service Environments

• Department heads and office managers
• Middle and senior management
• Executives responsible for strategic alignment
• Entrepreneurs and self-employed professionals
• Professionals in liberal professions
• Lean specialists and Lean coaches
• Professionals aiming to align strategy, KPIs and daily operations

Healthcare Sector

• Hospital executives and senior management
• Department heads and unit managers
• Functional and quality managers
• Medical leadership involved in organizational performance
• Lean specialists and Lean coaches
• Professionals aiming to improve coordination, focus and patient-centered performance