Studies show that two-thirds to three-quarters of large organizations struggle to implement their strategies. Common causes of failure are poor alignment across functions and inability to drive high-level objectives to the front-line work.
Hoshin kanri, also called strategy deployment, is a method for ensuring alignment around strategic objectives across functions and driving progress toward those objectives at every level within a company.
In this session, Mark Reich, who spent seven years in Toyota’s corporate strategy division where he managed and implemented its North American hoshin process, and Bill MacPherson, Managing Director of Mercer Celgar, will address:
• How hoshin kanri breaks down functional silos ensuring horizontal alignment and enabling teamwork.
• How to cascade organizational objectives from the c-suite to the shopfloor.
• How to vertically align an organization through use of corporate hoshin, functional hoshin, and A3 problem solving.
• How vertical alignment generates engagement in the workforce.
• The role of leadership in creating a culture of continuous improvement.
Mercer Celgar is one of the largest pulp manufacturers in the world with operations in Canada, Germany, and Australia. Using Mercer Celgar as a case study, attendees will hear first-hand learnings, examples, and applications of hoshin kanri and leadership development in an organization.