Dec 27 2012
Organizational Sabotage – The Malpractice of Management By Objective by Ken Craddock & Kelly Allan
See on Scoop.it – lean manufacturing
Organizational Sabotage – The Malpractice of Management By Objective by Ken Craddock & Kelly Allan – Innovation, quality and productivity suffer from the abuse of MBOs Objectives are essential to a business.
Michel Baudin‘s insight:
This article brings a new perspective on the discussion of the same topic in this blog.
See on www.processexcellencenetwork.com
Jan 20 2015
Don’t waste time on Strategy Deployment (Hoshin Kanri) | David Bovis
“Where people put the effort into it and understand the principles and why they work fully, Hoshin Kanri can unlock enormous potential throughout an organisation.”
Source: www.linkedin.com
Great article. As a condition for success in implementing Hoshin Planning, at least in Manufacturing, I would add timing. The organization must be ready for it, and it is, for example, after a number of successful, local improvement projects have led people to say “These are great, but what do they add up to? And where do they lead us?” Hoshin Planning can then help them figure out their own answers and provide a structure for moving forward.
In the list of failure causes for Hoshin Planning, I would also add the lingering influence of Management-By-Objectives (MBO), which keeps managers obsessed with gaming metrics instead of doing the work. I think it is what you mean when you say that Hoshins should not be formulated in terms of metrics, but it should be made clear that Hoshin Planning replaces MBO; it is not an add-on to it.
See on Scoop.it – lean manufacturing
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By Michel Baudin • Blog clippings • 0 • Tags: Hoshin kanri, Lean manufacturing, Management-By-Objectives, MBO