Listen to Dr. Jeffrey Liker explains Toyota Way to Lean Leadership Chapter 5⃣ Summary

Chapter 5⃣ | Hoshin Kanri: Align Vision, Goals, and Plans for Continuous Improvement
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⏺ Toyota’s success can be attributed to group leaders’ daily kaizen leadership and the backing of leadership from the bottom of the organizational pyramid.
⏺ However, a solely bottomup approach for a global company has limitations.
⏺ In a system in which each work group operates semiautonomously, owning its own process, kaizen projects do not necessarily complement one another.
⏺ Every organization, Toyota included, needs to prioritize its initiatives and to adjudicate and resolve the differences between competing or conflicting efforts.
⏺ Toyota’s approach to the universal challenge of coordinated, directed action across the corporation is hoshin kanri, also known as policy deployment or strategy deployment.
⏺ Hoshin kanri is the process of setting goals and targets and, most importantly, the concrete plans for reaching those targets.
⏺ Hoshin Kanri links the leadership together in a tight chain of goal setting and goal achievement.

Source: The Toyota Way to Lean Leadership: Achieving and Sustaining Excellence through Leadership Development.

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