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Hoshin Kanri for the Lean Enterprise
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Table of Contents

Introduction: A Resource-Based Approach to Strategy
Chapter 1: Hoshin Kanri Basics-Nested Experiments, X-Matrix, and Chartering Teams
Chapter 2: Scan: Checking Market Conditions of Supply and Demand
Chapter 3: PLAN: Design a Midterm Strategy
Chapter 4: PLAN: Design the Annual Hoshin
Chapter 5: PLAN: Align the Organization through Catchball
Chapter 6: DO: Engage the Workforce to Execute the Strategy
Chapter 7: CHECK: Create a Lean-Thinking Environment
Chapter 8: CHECK: The President's Diagnosis
Chapter 9: ACT: Institutionalizing Hoshin Kanri through Standardized Work, Kaizen, and Leadership Development
Conclusion
Recommended Reading
Index

Reviews

"Transforming a company into a truly lean enterprise is both a very noble goal and daunting task. Creating Lean Culture only happens through changing the behaviors on an on-going basis. Hoshin kanri provides not only the overall strategy for completing the transformation, but importantly to those who have not operated in a lean environment, it provides the step-by-step tactics and tools to be used to accomplish the lean journey. I encourage the readers to determine how best to apply the concepts and tactics to their company and in doing so improve both their profits and also their long term competitive advantages."
--Richard Christman, CEO, The GSI Group, Inc.-Headquarters, July 2006

"Tom Jackson's practical and valuable insights are rivaled only by the importance and benefits of applying Hoshin Kanri."
Jamie Flinchbaugh, Co-Author, The Hitchhiker's Guide to Lean July 2006

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