Hoshin Planning

Establish high-level organizational roles and responsibilities to successfully deploy your strategic plan.

Your international Facilitator Mr. Bedrich Dolezal: ...has more than 15 years of extensive experience in implementing Lean in manufacturing, engineering, support functions. Bedrich is not only a consultantas Multisite Leader at Honeywell he is accountable for developing and executing ISC strategy and achieving day to day business metrics.

The Keys Why you Should Attend this Interactive Course: In today's business environment, any organization that wishes to exceed customer expectations and stay competitive needs a long-range strategic plan. This plan must be forward-looking, visionary and achievable, while at the same time striving toward continuous improvement of the organization's key business processes. The organization must, in effect, keep "both hands on the wheel" to move forward successfully. The Hoshin planning also known as Hoshin Kanri is, first of all, a systematic planning methodology for defining long-range key entity objectives. These are breakthrough objectives that typically extend two to five years with little change. Second, the Hoshin process does not lose sight of the day-to-day "business fundamental" measures required to run the business successfully. This two-pronged approach provides an extended period of time for the organization to focus its breakthrough effort while continuously improving key business processes day to day.

The Objective of Attending this course: This course will provide delegates with the knowledge and skills necessary to develop a Hohin Kanri based management system to deploy strategies that consider customer needs, market trends, threats and best-inclass levels of performance through continuous Improvement. Day 1 MORNING SESSION Introduction to Hoshin Planning Introduction to SWOT analysis Understanding principles of 5 year breakthrough objectives

The process includes: Identifying critical business issues facing the organization Establishing business objectives to address these issues Setting overall goals Developing supporting strategies Determining goals for each strategy Establishing process performance measures Establishing business fundamental measures

AFTERNOON SESSION Understanding principles of annual breakthrough objectives Understanding how to definition key improvement priorities Defining the right key performance indicators

Day 2 MORNING SESSION Reviewing principles of Project Management PDCA cycle Understanding Theory of Constraints

About Your Course Facilitator: Bedrich Dolezal is the Continuous Improvement Leader and Multisite Leader at Honeywell with responsibility for manufacturing sites as well as support functions. Prior to joining Honeywell, Bedrich Dolezal worked in supply chain positions at several companies, including Toyota and Volkswagen group. Bedrich Dolezal holds an undergraduate degree from University of Strathclyde in Glasgow and masters degree from Czech Technical University in Prague.

AFTERNOON SESSION Visual Management Defining Leadership Standardized work Reviewing Software solutions examples

Course Schedule: 08:30 Registration & Coffee/Tea 09:00 Workshop commences 10:40 Refreshment and Networking 11:00 Workshop continues 12:50 Lunch 14:00 Workshop continues 15:30 Afternoon Refreshment 15:45 Workshop continues 17:00 Workshop concludes For both dates

Past Clients List: APICS The Association for Operations Management Honeywell Exxon Mobil Vestas RR Donnelley IMI / CCI Valves TRCZ Toyota Gates Hydraulics London Business School

Why You should Attend this practical course: Hoshin Planning helps management successfully realize top priorities and align entire organization on them. With the right management process you will turn you company around and gain sustainable improvements in all business metrics. Beat your competitors win new customers and improve satisfaction of already existing ones through Hoshin Planning. If you don't, you can bet your competitors will!!!

Who Should Attend This course is designed for Managers / Executives from all departments: Business executives at Board level Operations and Plant Directors / Mangers Finance Directors / Managers Quality Management Directors / Managers Purchasing, HRs Directors / Managers Engineering Directors / Managers Lean Managers Production and Engineers Supply Chain and Logistics Directors / Managers Simply all cross-functional departments Managers