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Hoshin Catch Ball

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  • #44884

    Bode
    Participant

    My group is in the process of planning a Hoshin Kanri session (our first).  
     
    Do any of you have practical experience deploying/facilitating the “catch ball” part of this process?  What tools/techniques/lessons learned/advice do you have?  How do the tools/techniques change as you move from larger to smaller organizational units?  Most of the articles/information we have found tend to be more theoretical and have limited details.  Can you recommend good articles/books?
     
    We are planning to use SIPOC and higher level mapping of key processes to start but don’t have a firm plan beyond this.
     
    Any advice/help is appreciated.
     
    thanks
     
    Dave

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    #144847

    Orang_Utan
    Participant

    A US public listed company I worked for using a lot Hoshin Kanri in annual goal setting, but the company was wound up two years ago. FYI, I left the company in 1995. :-)One main problem is the metric’s scope too narrow, only product yield and DPU data is tracked and communicated to low level staff.How these metrics correlated with my IE job?

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    #144852

    Marlon Brando
    Participant

    Please  explain (in  brief) the  diffirence between  HK & SP,thanks  and  regards

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    #144854

    Cherukara
    Participant

    Hope I am not throwing a wild fire here. How is HK different from Quality Function Deployment? One could start the QFD from the Management Policy (directly from the Mission and Vision policy statement) and cascade it down to smaller units. One could use QFD to do HK and get a working model for your organization.
    Some learned forum members always mention that there is no direct recipe and if you are to follow one – you are heading failure. I believe in that. So perhaps QFD is what you are looking for.
    Cheers ! Dominic
     

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    #144855

    Orang_Utan
    Participant

    HK involves two-way communication. The goals are cascading from top management to lower level staff first. There is a session called catch-call, you and your manager can negotiate and agree on consensus and realistic goals. Sometimes, your manager has to bring back the goals to his/her superior for revised if you and your manager feel unrealistic goals are passing down to you and your subordinates.There is a democratic element in HK process. It’s not unusual the goals with acitonable items are flowing up and down several times before it being finalized.PDCA cycle is used to design and follow up HK since HK is a Japanese way of doing thing.

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    #144856

    Orang_Utan
    Participant

    Obviously you are just a toolkit salesman without the subtle knowledge on cultural part of HK.

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    #144861

    EdG
    Participant

    I have recently used QFD as a tool to help visualize our results of a Catchball session.  I used our Corporate Goals and prioritized them (I used a simple matrix and rationalized it as, “if I improve metric ___, I will/may/won;t improve metric ___.”), then took our goals and determined if each had any impact (would drive) those goals.  Lastly, I then took the results of our catchball session with our customers (we support production) and the specific desires they had and did a second level QFD.  It seemed like a reasonable way of prioritizing and focusing our efforts.
    So far, so good.  Knock on wood.
    However, this was after we did the session with our customer.  We simply asked all of our customers to put post-its of their needs up on six different categories.  Those were the key focus of their needs on their goal categories (i.e.: Cost, Quality, Production, etc.)
    Hope this helps…

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    #144867

    Bode
    Participant

    This sounds like a problem with the metrics.  We are still trying to finalize our break thru objectives/metrics but some of the options being considered are

    Reducing total costs– this includes direct and indirect salaries, materials, utilities, etc. (this is one that everyone can relate to)
    Increasing on-time, on-cost delivery
    Improving employee satisfaction
    Increasing innovation
    If everyone cannot see how they support at least one of the companies break thru objectives/metrics, then they need to be re-thought because they are not organizational objectives.  The ones you describe sound like manufacturing objectives.
    This issue should come up during the catch ball part of the process.  During catch ball each level of the organization must “catch” the vision and define their goals to support the break thru objectives/metrics.
    Dave

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    #144873

    Orang_Utan
    Participant

    I do not say QFD is not a right tool for cascading down vision and goal, what I emphasized is HK soft side which cannot be learned from textbook. Two-way communication to creat actionable plans for attaining a company’s vision is the beauty part of Honshin Kanri.

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    #144877

    Orang_Otan
    Participant

    Orang_U
    Where you the one, who were involved in co-ordination of the ‘Hoshin Kanri’ in that organisation.. I am not surprised that company is wound-up.
    Now do you plan to windup this website as well.
    Orang_O

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    #144882

    EdG
    Participant

    I agree with your statement about the soft-side…
    I was just trying to provide an example of using the two together and so far it is working nicely.  It isn’t perfect but at least it helps order everything and creates and easily understandable visual.
    It isn’t a matter of one replacing the other, rather both complimenting and supporting the other.

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    #144884

    Orang_Utan
    Participant

    I think HK is using a same concept with QFD except throw in a democratic catch-ball session.

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    #144914

    Marlon Brando
    Participant

    Thank You  for  the Enlightenment

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    #144932

    EdG
    Participant

    That catchball session is how you get some of that key information for the QFD.  Right???

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    #144994

    Bode
    Participant

      Catchball is a tool used within the organization to pass annual company objectives down from senior management and to allow feedback up the chain of command from all employees.  I would use some other tool to obtain the voice of the customer for the QFD.  
    This is how I envision the process.  I would use QFD to help pick the break thru objectives for the company.  I would then establish the companies annual objectives to achieve the companies break thru objectives.  Step 3 is to do catchball up and down the organizational chain to help each organizational group to establish targets that will accomplish the companies annual objectives.  Step 4 is to monitor the annual objectives for each organization to ensure we are either making adequate progress toward our annual goals or we can intervene.  Step 5 is to annually revalidate the break thru objectives or establish new objectives and restart the entire process.

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    #145014

    EdG
    Participant

    We have service providers within our organization that support production.  We used the QFD to take the input from production (VOC – Internal) obtained from horizontal catchball (the give and take session between the provider and the customer) inorder to organize and prioritize their needs.
    Does that make sense?
     

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    #145167

    Geoff Elliott
    Participant

    Hi Dave,
     
    SIPOC in the first instance is flawed. To begin any process mapping exercise, noting process mapping and modelling are different; it is fisrt necessary to set the context. In this respect an IDEF (0) context daigram is essential to undettand the overall inputs; out outputs and controls. Process controls, iof you like the busiess rules; will change the nature of the process inputs and outputs. To me this is one of the fundamental limitations of SIPOC. Likewise, It is quite usefull to begin any lean/six sigma project by taking a soft systems systems approach in order to understand the business context. Tools/techniques such as cognitive mapping and systems mapping should be used before launching into so called six sigma tools such as ishikawa etc
    hope this helps
    Geoff Elliott
    PS if you would like a set pof powerpoints which expand on this please shout

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    #145241

    Jeff
    Participant

    Yes please send powerpoints on the topic to [email protected].  Thanks!

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    #145242

    Marlon Brando
    Participant

    I’m shouting  ?Do  you hear  me?

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