X-Matrix Hoshin Kanri
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| − | X-Matrix is a powerful tool from Hoshin Kanri that sums up in a single document the strategies, tactics, processes, and people involved in the achievement of a project | + | X-Matrix is a powerful tool from Hoshin Kanri that sums up in a single document the strategies, tactics, processes, and people involved in the achievement of a project success. It is a dynamic tool and the process results, financial impacts and cost could be recorded during the project execution. The main aim of this tool is to help project manager in the communication of the project stages to the internal team and stakeholders. Moreover, it provides a visual explanation of how the different steps are correlated and how they contribute to the project success. The implementation of this simple tool in the planning phase of a project and its subsequent monitoring during the implementation stage makes it easy to align plans and goals between each team within the organization. Considering that in the practice, most of the project's failure relies on not investing enough time and resources in the communication of project scope and goals, the importance of such a tool is undeniable. |
| − | This article provides a brief introduction to Hoshin Kanri | + | This article provides a brief introduction to the Hoshin Kanri methodology. Then the X-Matrix, the structure will be explained, following by possible variants according to the application field. Finally, the advantages and disadvantages of its application will be discussed. |
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| + | ==Hoshin Kanri== | ||
| + | Hoshin Kanri is formed by the two Japanese ideograms Hoshin (policy) and Kanri (management). The term ''policy managemen'' doesn’t reflect the meaning and purpose of ''Hoshin Kanri'', which mostly is <q> organizational learning method and competitive resource development system</q> [3]. Hoshin Kanri was developed in Japan, to address the Japanese Industry's need for change in structure in order to be competitive in a global dimension. The term ''Hoshin Kanri'' has been used for the first time by Bridgestone Tire in 1964 and since 1980 the methodology has been adopted worldwide. ''Hoshin Kanri'' could be applied to reach different goals: manage complexity, launch a new product, manage strategic change within the organization. Moreover, it is also used to manage projects and programs, especially the ones which require cooperation between organizational functions. | ||
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| + | Hoshin Kanri systematically applies Deming Cycle (PDCA) at each organizational level. Usually, a Scan stage of the current situation is carried on before the DO stage: Thus, PDCA becomes SPDCA. Furthermore, the stages are shared and nest within the company, as can be observed in the right figure below, and usually the teams are cross-functional. As result, strategy and goals are shared and every single worker is involved in [http://wiki.doing-projects.org/index.php/Kaizen_Event kaizen] (continuous improvement). | ||
Revision as of 11:29, 18 February 2021
Abstract
X-Matrix is a powerful tool from Hoshin Kanri that sums up in a single document the strategies, tactics, processes, and people involved in the achievement of a project success. It is a dynamic tool and the process results, financial impacts and cost could be recorded during the project execution. The main aim of this tool is to help project manager in the communication of the project stages to the internal team and stakeholders. Moreover, it provides a visual explanation of how the different steps are correlated and how they contribute to the project success. The implementation of this simple tool in the planning phase of a project and its subsequent monitoring during the implementation stage makes it easy to align plans and goals between each team within the organization. Considering that in the practice, most of the project's failure relies on not investing enough time and resources in the communication of project scope and goals, the importance of such a tool is undeniable. This article provides a brief introduction to the Hoshin Kanri methodology. Then the X-Matrix, the structure will be explained, following by possible variants according to the application field. Finally, the advantages and disadvantages of its application will be discussed.
Hoshin Kanri
Hoshin Kanri is formed by the two Japanese ideograms Hoshin (policy) and Kanri (management). The term policy managemen doesn’t reflect the meaning and purpose of Hoshin Kanri, which mostly is <q> organizational learning method and competitive resource development system</q> [3]. Hoshin Kanri was developed in Japan, to address the Japanese Industry's need for change in structure in order to be competitive in a global dimension. The term Hoshin Kanri has been used for the first time by Bridgestone Tire in 1964 and since 1980 the methodology has been adopted worldwide. Hoshin Kanri could be applied to reach different goals: manage complexity, launch a new product, manage strategic change within the organization. Moreover, it is also used to manage projects and programs, especially the ones which require cooperation between organizational functions.
Hoshin Kanri systematically applies Deming Cycle (PDCA) at each organizational level. Usually, a Scan stage of the current situation is carried on before the DO stage: Thus, PDCA becomes SPDCA. Furthermore, the stages are shared and nest within the company, as can be observed in the right figure below, and usually the teams are cross-functional. As result, strategy and goals are shared and every single worker is involved in kaizen (continuous improvement).
