Implementation of Policy Deployment
Implementation of Corporate Strategy - In the lean system, we've heard the term from hoshin kanri. Hoshin kanri comes from the Japanese language, which consists of three words, namely Ho which means Direction, Shin which means clue, so in Hoshin itself is a direction or commonly called with wisdom, while Kanri itself means spreading.
If taken literally, Hoshin kanri is a strategy that helps corporate organizations to focus the focus on achieving the goals and objectives of the company. It can be said that hoshin kanri is a way for strategic planning done by the owners as well as bosses at the company, which in general to achieve corporate goals this way combined with methods of quality improvement.
Please trying to answer Critical Strategic Planning Questions in a simple and convincing way. It is important for the company's top brass before designing a mission for the company to always start with some questions;
With these questions the direction and purpose of the company will be focused and focused.
Hoshin kanri, policy dissemination, strategic planning, hoshin planning, and managers The results should be done with regular stages and should not jump on the solution, which means when we find a problem, generally we immediately think solutions for completion, without clarifying the data and analysis Why the problem occurs.
So in the planning of activities required a long-term approach to implementing the company's business plan to achieve its business objectives.
Development, alignment and implementation of a plan, systematically go hand in hand so that in the implementation and achievement it will be very easy for the company to identify any problems or obstacles that occur.
To accomplish all that requires a methodology for continuous improvement, and it must be effective because it is used to measure activity against clear goals.
Hoshin was developed to focus the company's organization on some of the most important goals for its success or sometimes for the company to survive.
In practice it is imperative for a company to identify an important area to change or improve, this can serve as a vision strategy and, most importantly, is how we determine the most effective action at any level of organization required to achieve this change, if it has then the next step is to make a detailed plan for implementing the action.
If the plan has been made in detail then the next is to determine the method to review and adjust the plan.
Policy deployment has an emphasis placed on strategies to achieve measurable, well-defined strategies that are understood by all parties of the organization using a controlled methodology (process) used to review.
Generally this practice uses PDCA (Plan, Do, Check and Act / Adjust) methods.
In planning, defining and implementing objectives and strategies, policy deployment should be based on communications between all layers of the organization, because with two-way communication will dilute all barriers between departments, but this is not said to be an agreement or a levy.
Good implementation in policy dissemination always begins with adjustment, with stages disseminating policy deployment information with the goal of awareness raising, by communicating from the highest level to the lower level. After all levels understand, understand the company policy, then every employee will understand and understand the way that they can support the goals of the company. And after every employee has understood the way to achieve the company's goals, then there must be a commitment for everyone to work towards a common vision. Once a commitment has been established, an action is required to execute and follow through from the execution, with benchmarks being able to use metrics as behavioral drivers.
Keep in mind, company goals come from top to bottom, but implementation from the bottom up. So take the time "where the action" to show support, mentor, and really understand the current state.
Because the results can be obtained from hoshin kanri as well as alignment across organizations and departments, and everyone understands their vision and purpose, and their role in supporting this goal, as well as everyone's commitment in the organizational structure. Regardless of the agreement so everyone is committed to supporting the vision along with the general plan
The whole organization has a clear focus and will work towards a common goal. The most important point is the strong involvement by everyone for the improvement process, as well as feedback in the form of two-way communication, and the improvement using lean tools in the form of PDCA and mapping problems.
If taken literally, Hoshin kanri is a strategy that helps corporate organizations to focus the focus on achieving the goals and objectives of the company. It can be said that hoshin kanri is a way for strategic planning done by the owners as well as bosses at the company, which in general to achieve corporate goals this way combined with methods of quality improvement.
Implementation of Strategy (Policy)
Please trying to answer Critical Strategic Planning Questions in a simple and convincing way. It is important for the company's top brass before designing a mission for the company to always start with some questions;
- Who are we?
- Where are we going?
- How did we get there?
With these questions the direction and purpose of the company will be focused and focused.
System Planning & Execution
Hoshin kanri, policy dissemination, strategic planning, hoshin planning, and managers The results should be done with regular stages and should not jump on the solution, which means when we find a problem, generally we immediately think solutions for completion, without clarifying the data and analysis Why the problem occurs.
So in the planning of activities required a long-term approach to implementing the company's business plan to achieve its business objectives.
Development, alignment and implementation of a plan, systematically go hand in hand so that in the implementation and achievement it will be very easy for the company to identify any problems or obstacles that occur.
Hoshin's management aligns the activities of people throughout the company so that the company can achieve its main goals and react quickly to environmental change - Shiba, Graham, and Walden, 1993
Company Policies Deployment
Hoshin, or policy deployment, is a never-ending methodology and benchmark for planning business activities and measuring progress against targets, and the function of the hoshin is alignment between all levels within an organization that is used as a map or guideline that is shared by everyone, understood by Them and agreed upon by all parties.To accomplish all that requires a methodology for continuous improvement, and it must be effective because it is used to measure activity against clear goals.
Hoshin was developed to focus the company's organization on some of the most important goals for its success or sometimes for the company to survive.
In practice it is imperative for a company to identify an important area to change or improve, this can serve as a vision strategy and, most importantly, is how we determine the most effective action at any level of organization required to achieve this change, if it has then the next step is to make a detailed plan for implementing the action.
If the plan has been made in detail then the next is to determine the method to review and adjust the plan.
As a carpenter needs a vision of what to build in order to get the full benefit of a hammer, we need a clear vision of our organizational objectives and better management methods before we pick up our lean tools. - James Womack
Policy deployment has an emphasis placed on strategies to achieve measurable, well-defined strategies that are understood by all parties of the organization using a controlled methodology (process) used to review.
Generally this practice uses PDCA (Plan, Do, Check and Act / Adjust) methods.
In planning, defining and implementing objectives and strategies, policy deployment should be based on communications between all layers of the organization, because with two-way communication will dilute all barriers between departments, but this is not said to be an agreement or a levy.
Good implementation in policy dissemination always begins with adjustment, with stages disseminating policy deployment information with the goal of awareness raising, by communicating from the highest level to the lower level. After all levels understand, understand the company policy, then every employee will understand and understand the way that they can support the goals of the company. And after every employee has understood the way to achieve the company's goals, then there must be a commitment for everyone to work towards a common vision. Once a commitment has been established, an action is required to execute and follow through from the execution, with benchmarks being able to use metrics as behavioral drivers.
The dissemination of policies must also have a purpose to align the organization, by:
- Start with Vision, so it is necessary for companies to set seven to ten years based on customer needs, growth strategies, and other external factors. This is the condition that occurs in this situation.
- Create a strategy, that is to push a three-year plan based on aggressiveness, resources available both in terms of time, capital, etc., and also we must look at the constraints of conditions that occur at this time. Because this strategy is a goal plan to be achieved.
- Extract annual goals, that is a measurable and achievable goal encouraging the behavior and performance of each individual within the organization and setting goals for this year. The annual goal is the "implementation" of the strategy to achieve the company's goals.
- Apply and communicate company goals to the entire organization, so that by using policy dissemination tools, the company's annual goals will flow through the organization, and everyone should know what their expectations are for this year.
- Monitor the planning and implementation, in which case each level should develop implementation plans that can be achieved at their level, and show alignment with the company's annual objectives.
- Do regular reviews to show support, regularly conducted official reviews are required for monitoring of each employer's boss or mentor and also to instill accountability.
- Promote the troubleshooting process, this stage is the stage of execution that requires PDCA methodology to identify and eliminate problems that prevent the achievement of corporate goals.
- Review the data and lessons learned for the future, Based on the results obtained, determine whether the project and activities bring us to our destination (review). If the result is positive, standardize the action (sustain). If not, then ask why. In studying the results it is necessary to introduce best practices for the foreseeable future, as well as use actual results to formulate next year's annual goals again, and ensure results support the goals and overall vision.
Keep in mind, company goals come from top to bottom, but implementation from the bottom up. So take the time "where the action" to show support, mentor, and really understand the current state.
Because the results can be obtained from hoshin kanri as well as alignment across organizations and departments, and everyone understands their vision and purpose, and their role in supporting this goal, as well as everyone's commitment in the organizational structure. Regardless of the agreement so everyone is committed to supporting the vision along with the general plan
The whole organization has a clear focus and will work towards a common goal. The most important point is the strong involvement by everyone for the improvement process, as well as feedback in the form of two-way communication, and the improvement using lean tools in the form of PDCA and mapping problems.
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