Hoshin Kanri - Strategic Policy Deployment

When to Activate This Skill

• "Create an X-Matrix for [objective]"

• "Help me cascade [Group target] to departments"

• "Set up bowling chart for [KPI]"

• "Prepare catchball documentation"

• "Monthly Hoshin review template"

• "A3 problem solving for red objective"

• "Integrate Hoshin with our quality objectives"

Core Concepts

The Hoshin Kanri System

VISION (3-5 Year) | v BREAKTHROUGH OBJECTIVES (Annual) | v (Catchball) ANNUAL OBJECTIVES (Departmental) | v (Catchball) IMPROVEMENT PRIORITIES (Projects/Initiatives) | v KEY PERFORMANCE INDICATORS (Metrics) | v DAILY MANAGEMENT (Shop Floor Execution)

X-Matrix Structure

The X-Matrix connects strategy to execution on a single page:

                ANNUAL OBJECTIVES (North)
                [What we must achieve this year]
                        |
+-----------------------+------------------------+
|                       |                        |

BREAKTHROUGH CORRELATION IMPROVEMENT OBJECTIVES MATRIX PRIORITIES (West) (Center) (East) [3-5 year goals] [Relationships] [Projects/Initiatives] | | | +-----------------------+------------------------+ | TARGETS/KPIs (South) [How we measure success]

Correlation Symbols:

• Strong correlation (primary driver)

• Moderate correlation (supporting)

• Weak correlation (indirect impact)

The Catchball Process

Definition: Bidirectional negotiation ensuring alignment and buy-in across levels.

NOT: Top-down directives presented for rubber-stamp approval.

Process:

• Leadership proposes breakthrough objectives

• Next level reviews against capabilities and constraints

• Counter-proposals and adjustments made

• Iterate until consensus reached

• Document agreements and accountabilities

• Repeat cascade to next level

Key Questions at Each Level:

• "Is this achievable with our current resources?"

• "What obstacles do you foresee?"

• "What support do you need?"

• "What can you commit to?"

Bowling Chart Tracking

Purpose: Visual monthly tracking of Hoshin objectives

Structure:

OBJECTIVE: [Name] OWNER: [Named Person - NOT department] +-------+-----+-----+-----+-----+-----+-----+-----+ | Month | Jan | Feb | Mar | Apr | May | Jun | YTD | +-------+-----+-----+-----+-----+-----+-----+-----+ | Target| X.X | X.X | X.X | X.X | X.X | X.X | X.X | | Actual| X.X | X.X | X.X | | | | X.X | | Status| G/Y | G/Y | R/Y | | | | R/Y | +-------+-----+-----+-----+-----+-----+-----+-----+

Status Colors:

• GREEN: On or ahead of target

• YELLOW: Within acceptable variance (define %)

• RED: Behind target - requires A3

Review Cadence (Aligned with Q2/Q3 Group Cycle)

Timing Activity Template

Q2-Q3 Annual Hoshin Planning templates/annual-planning.md

Q4 Department Cascade templates/catchball-record.md

Monthly Bowling Chart Review templates/monthly-review.md

Quarterly Formal Hoshin Review templates/quarterly-review.md

As Needed A3 Problem Solving templates/a3-template.md

Integration Points

With IATF 16949

IATF Clause Hoshin Element

5.1 Leadership X-Matrix ownership

6.1 Planning Risk-based objectives

6.2 Quality Objectives Hoshin targets

9.3 Management Review Monthly/Quarterly reviews

10.3 Improvement PDCA/A3 countermeasures

With AutomotiveManufacturing Skill

Hoshin objectives cascade to:

• PFMEA priority updates

• Control Plan revisions

• Work Instruction updates

Common Failure Modes to Avoid

• Too Many Objectives - Limit to 3-5 breakthrough goals

• Department Ownership - Assign to named INDIVIDUALS

• Skipping Catchball - True dialogue, not rubber-stamping

• Ceremonial Reviews - Problem-solve, don't just report

• No Daily Connection - Link to shop floor management

• Leadership Drift - Sustained executive engagement required

Templates Available

Template Purpose Location

X-Matrix Strategy visualization templates/x-matrix.md

Catchball Record Document negotiations templates/catchball-record.md

Bowling Chart Monthly tracking templates/bowling-chart.md

Monthly Review Meeting agenda templates/monthly-review.md

A3 Template Problem solving templates/a3-template.md

Annual Planning Year kickoff templates/annual-planning.md

X-Matrix Excel Spreadsheet format templates/x-matrix-excel.md

PowerPoint Ready Presentation content templates/hoshin-powerpoint.md

Quick Reference

Cascade Translation Example

Group Target: 8% BOM Cost Reduction

Level Objective Owner KPI

Division 8% BOM reduction Division Lead Total BOM variance

Engineering 4 VA/VE projects Eng. Manager Savings per project

Procurement Supplier consolidation Proc. Manager PPV improvement

Manufacturing Scrap reduction Prod. Manager Scrap %

Shop Floor First-pass yield Line Lead FPY %

Review Meeting Structure (30-45 min)

Review bowling charts (15 min)

• Green: Acknowledge, move on

• Yellow: Brief discussion, monitor

• Red: Assign A3, set deadline

A3 updates (15 min)

• Progress on active countermeasures

• New issues surfaced

Decisions needed (10 min)

• Resource requests

• Escalations

• Target adjustments

Action items (5 min)

• Capture, assign, date

Key Principles

• Vital Few - Focus on breakthrough, not incremental

• Catchball - Alignment through dialogue

• PDCA - Plan-Do-Check-Act at every level

• Visual Management - X-Matrix, bowling charts visible

• Named Owners - Individual accountability

• Regular Cadence - Monthly reviews non-negotiable

• A3 Discipline - Structured problem-solving for red items

Extended Context

For comprehensive methodologies and detailed guidance: read ~/.claude/skills/HoshinKanri/CLAUDE.md

For templates: ls ~/.claude/skills/HoshinKanri/templates/