Connecting from the long term vision at the top to the actions for this week at the bottom with an owner and a deadline. For each team member with a summary of the KPIs and tasks they are responsible for. Instantly see the indicators the user has to update and the tasks that are overdue. Showing evolution of the KPI and comparing target values vs consecution.
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No Downloads. Views Total views. Actions Shares. Embeds 0 No embeds. No notes for slide. Modelo Hoshhin Kanri 1. Objetivos 5. Establecer un sistema de indicadores. Lista de problemas Tendencias en Desarrollo de Nuevos Productos.
Cambios Organizacionales. Inversiones en Bienes de Capital. Calidad y Cantidad de la fuerza de trabajo. Establecimiento de Hoshin. Tranquilo pronto veras la recompensa. You just clipped your first slide! Clipping is a handy way to collect important slides you want to go back to later. Now customize the name of a clipboard to store your clips. Visibility Others can see my Clipboard. Cancel Save.
CQPO is an organization developed in as a vision of Toyota Motor Manufacturing to share Lean Quality philosophy and human resource practices with education, business, and community organizations. Mike is co author with Dr. Mike is also president of Lean Culture Enterprises. This included all aspects of safety, quality, productivity, cost and morale for operations. With experience as Assembly Plant Manager and eventually Assistant General Manager, his responsibilities increased to include both assembly plants including operations, maintenance, and engineering. Based on his broad experience, Gustavo is expert applying a suitable approach for Continuous Improvement needed on the different organizations from a Business results optic, becoming an effective Coach for Top Management and support for The Toyota Way roles. Over his 22 years experience, Gustavo has been exposed to many different organizations applying suitable Lean approaches on a variety of systems with diversity on leadership styles.
Your company strategy in a one-page canvas
Hoshin Kanri requires a strategic vision in order to succeed. From there, strategic objectives need to be clearly defined, with goals being written for long periods of a one to five-year-long timeframe. Management needs to avoid picking too many vital goals in order to stay focused on what is strategically important. The satisfaction of goals should be reviewed on a monthly basis, with a larger annual review at the end of the year. Hoshin Kanri is a top-down approach, with the goals being mandated by management and the implementation being performed by employees. As a result, systems need to be in place to ensure that objectives from senior management are effectively communicated all the way down the chain of command.