Hoshinkanri

What this skill does

# 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:**
1. Leadership proposes breakthrough objectives
2. Next level reviews against capabilities and constraints
3. Counter-proposals and adjustments made
4. Iterate until consensus reached
5. Document agreements and accountabilities
6. 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

1. **Too Many Objectives** - Limit to 3-5 breakthrough goals
2. **Department Ownership** - Assign to named INDIVIDUALS
3. **Skipping Catchball** - True dialogue, not rubber-stamping
4. **Ceremonial Reviews** - Problem-solve, don't just report
5. **No Daily Connection** - Link to shop floor management
6. **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)

1. **Review bowling charts** (15 min)
   - Green: Acknowledge, move on
   - Yellow: Brief discussion, monitor
   - Red: Assign A3, set deadline

2. **A3 updates** (15 min)
   - Progress on active countermeasures
   - New issues surfaced

3. **Decisions needed** (10 min)
   - Resource requests
   - Escalations
   - Target adjustments

4. **Action items** (5 min)
   - Capture, assign, date

---

## Key Principles

1. **Vital Few** - Focus on breakthrough, not incremental
2. **Catchball** - Alignment through dialogue
3. **PDCA** - Plan-Do-Check-Act at every level
4. **Visual Management** - X-Matrix, bowling charts visible
5. **Named Owners** - Individual accountability
6. **Regular Cadence** - Monthly reviews non-negotiable
7. **A3 Discipline** - Structured problem-solving for red items

---

## Examples

**Example 1 — Create an X-Matrix for a cost reduction target:**
> "Create an X-Matrix for our 8% BOM cost reduction goal"
→ Builds a one-page X-Matrix linking the breakthrough objective (8% BOM reduction) to annual department objectives, improvement projects (VA/VE, supplier consolidation, scrap reduction), and KPIs (PPV, FPY, scrap %).

**Example 2 — Set up catchball documentation:**
> "Prepare catchball documentation for cascading the quality objective to departments"
→ Generates a catchball record template capturing the proposed objective, departmental counter-proposals, agreed commitments, and named owners at each level.

**Example 3 — Monthly bowling chart review:**
> "Set up a bowling chart for tracking OEE improvement"
→ Creates a monthly tracking sheet with target/actual/status rows per month, RAG status logic, and automatic A3 trigger for any RED month.

**Example 4 — Annual Hoshin planning kickoff:**
> "We need to start our annual Hoshin planning — Group targets just came down"
→ Guides through the full annual planning sequence: review prior year results, confirm breakthrough objectives from Group, run catchball process, populate X-Matrix, set bowling chart baselines.

---

## Workflow Routing

| Trigger | Workflow | Output |
|---------|----------|--------|
| "X-Matrix", "create X-Matrix" | Build X-Matrix | One-page strategy visualization |
| "catchball", "cascade objectives" | Catchball process | Negotiation record with commitments |
| "bowling chart", "track KPI" | Bowling chart setup | Monthly tracking sheet with RAG |
| "monthly review", "hoshin review" | Review meeting | Agenda + A3 trigger list |
| "A3", "red objectiv