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/

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