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Hoskin Karin

The document contains an example of a hoshin kanri plan for a company to increase sales, improve operations, and strengthen human resources. It lays out objectives, strategies, and key activities for each area and identifies metrics to track progress. Responsible leaders are assigned to lead improvement projects to execute the strategies over the coming year based on a weekly schedule.

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pamela chu
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67 views42 pages

Hoskin Karin

The document contains an example of a hoshin kanri plan for a company to increase sales, improve operations, and strengthen human resources. It lays out objectives, strategies, and key activities for each area and identifies metrics to track progress. Responsible leaders are assigned to lead improvement projects to execute the strategies over the coming year based on a weekly schedule.

Uploaded by

pamela chu
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You are on page 1/ 42

Year

2011 HOSHIN KANRI


Philosophy Slogan

Vision:

Mission:
Date Prepared
Values:

DIRECTION MANAGEMENT PLANNING

Objectives (Whats) Indicators (How many whats) Strategies (Hows) - Whats Indicators (How many hows) Responsible

1.1 Sell services that add value to our customers Sales in $ VT, MK, DG
Increase domestic sales by
1.2 Increase sales with current customers Sales in $ VT, MK, DG
1. Increase sales 15% and international sales
by 32% 1.3 Launch products in record time Days to launch VT, MK, IN
1.4 Enter new niche markets Targeted segments

Facility sigma level IN, CA, DG, RH


Level of customer satisfaction IN, CA, DG, RH
OEE IN, CA, DG, RH
Delivery days IN, CA, DG, RH
2.1 Implement Lean 6 Sigma Inventory turns IN, CA, DG, RH
Increase profitability of the Operation expenses IN, CA, DG, RH
2. Become a world-class operation from 25% to45%, % scrap IN, CA, DG, RH
company (reduce reducing defects and
expenses) improving customer
satisfaction
CA
2.2 Maitain ISO 9000:2000 certification Number of noncomformities
Todos
CA, SE, DG
2.3 Implement lean logistics On-time deliveries (punctuality) TODOS
IN, CAL

HR
Achieve less than 1%
3. Convert HR into a
annual rotation, suggestions 3.1 Establish a suggestions program Monthly suggestions per person
competitive advantage
implemented per person
Revision Date

EXECUTION

Key activities/Improvement projects Leader

1.1.1 Design customer service packages


1.1.2 Analyze purchase frequency and identify trends
1.1.2 Visits to customers that stopped buying
1.3.1 Introduce concurrent engineering and DFSS

2.1.1 Train personnel on Six Sigma


2.1.2 BB and GB certification
2.1.3 Executive training
2.1.2 Pilot implementation in area A
2.1.2 Certify personnel as multiskilled operators
2.1.3 Implement 5S in facility 1
2.1.4 Implement TPM in the pilot area
2.1.5 Implement continuous flow in the pilot
2.1.6 Implement SMED in the pilot area

2.2.1 Conduct internal audits


2.2.2 Perform all corrective actions

2.3.1 Implement kanban


2.3.2 Implement heijunka
2.3.3 Implement software

3.1.1 Conduct a diagnosis of the organizational climate


3.1.2 Establish a suggestions program and present it
3.1.3 Launch and training to all program staff
3.1.4 Conduct follow-up audits
Year

2008 HOSHIN KANRI


Philosophy Slogan

Vision:

Mission:
Date Prepared Revision Date
Values:

DIRECTION MANAGEMENT PLANNING EXECUTION

Objectives (Whats) Indicators (How many whats) Strategies (Hows) - Whats Indicators (How many hows) Responsible Key activities/improvement projects

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Leader

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Lean Manufacturing Implementation Plan
Development of Projects Week of the year
Activities Responsible Progress 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
1.1.1 Design customer service packages J.P.M 100.0%
1.1.2 Analyze purchase frequency and identify trends L.S 40.0%
1.1.2Visit customers that stopped buying
1.3.1 Introduce concurrent engineering and DFSS

2.1.1 Train personnel on Six Sigma


2.1.2 BB and GB certification
2.1.3 Project to reduce waste in warping
2.1.2 Reduce changeover times
2.1.2 Certify personnel in multiskills
2.1.3 Reduce defects in product D
2.1.4 Reduce energy expenses
2.1.5 Implement TPM
2.1.6 Implement TPM

2.2.1 Conduct internal audits


2.2.2 Perform all corrective actions

2.3.1 Perform diagnosis


2.3.2 Train staff on clean industry
2.3.3 Implement improvements to achieve certification

3.1.1 Conduct a diagnosis of the organizational climate


3.1.2 Establish a suggestions program and present it
3.1.3 Launch and train all program staff
3.1.4 Conduct follow-up audits

Completado En risgo de tarde


Tarde Planeado

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ear
37 38 39 40 41 42 43 44 45 46 47 48 49 50 51

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1 2 3 4 5 6 7 8
BOX SCORE Objective Progress 7-Jan 14-Jan 21-Jan 28-Jan 4-Feb 11-Feb 18-Feb 25-Feb
Units per person 21 14.00 16.00 18.00 20.00 19.00 23.00
On-time deliveries 100% 100% 100% 100% 100% 100% 100%
Lead time (days) 4 3 4 1 3 4 5
Days from door to door 3 6 12 23 14 9 7
First pass quality 95% 80% 80% 80% 85% 85% 85%
Sigma level 5 4.10 4.30 4.11 4.32 4.70 4.34
Cost of no quality $ 250 $ 2,345 $ 3,112 $ 645 $ 345 $ 1,245 $ 3,124
Average cost of product $ 300 $ 343 $ 337 $ 362 $ 338 $ 337 $ 325
Inventory value $ 545,000 $ 3,004,234 $ 2,334,756 $ 2,945,893 $ 2,564,392 $ 1,945,678 $ 1,234,975
Inventory turns 12 4.50 4.00 6.70 7.10 8.30 9.00
Maintenance costs $ 500 $ 2,820 $ 645 $ 2,323 $ 976 $ 1,733 $ 756
5S Evaluation 100% 100% 100% 100% 100% 100% 100%
OEE 85% 70% 73% 75% 79% 81% 81%
New product launch time 25 days 42 42 42 42 37 37
Velocidad de demanda 29% 29% 29% 28% 28% 28%
Veocidad de producción 54% 54% 54% 52% 52% 52%
Capacidad Disponible 17% 17% 17% 20% 20% 20%
Income $ 432,050 $ 384,870 $ 422,456 $ 389,754 $ 389,455 $ 456,032
Material costs $ 189,000 $ 125,679 $ 167,453 $ 133,456 $ 133,234 $ 197,034
Conversion costs $ 131,200 $ 130,242 $ 132,000 $ 132,426 $ 128,034 $ 111,342
Value Stream net profit $ 111,850 $ 128,949 $ 123,003 $ 123,872 $ 128,187 $ 147,656
Value Stream rate of return 25.89% 33.50% 29.12% 31.78% 32.91% 32.38%

De acuerdo al objetivo planeado

Cerca del objetivo planeado

Lejos del objetivo planeado

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4-Mar 11-Mar

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Periodic Review
Location Date
Description of the objective Measurements of the process

Strategies Measurements of the process

Expected Results

Actual Results

Deviation Analysis

Future Implications

Expected Results in the next period

Notes

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Current Date 28-May-07 Week 10 Metric: Overall Equipment Effectiveness (OEE)

Objetivo Maximize equipment productive time to ensure on-time deliveries

Overall Equipment Effectiveness OEE Goal


350
90% 300
80%
70% 250
60% 200
50%
150
40%
30% 100
20% 50
10%
0%
-
Breakdown Set up Jams Defects Adjustments
1 2 3 4 5 6 7 8 9 10
Series2 198 78 45 35 15
OEE 36% 48% 49% 56% 59% 63% 65% 71% 73% Series1 53% 74% 87% 96% 100%
Goal 85% 85% 85% 85% 85% 85% 85% 85% 85%

Wk. M.A. Description Date

METHODS 2 A.M Super-cleaning event 1/7/2006


MATERIAL
3 A.M Implementation of preventive maintenance 1/14/2006
5 A.M Autonomous maintenance 1/28/2006

Lack of maintenance
low quality
Lack of planning

Lack of work instructions

Breakdowns

Very worn
Poorly trained
Low performance

PEOPLE MACHINE

Notes
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100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Adjustments
15
100%

End Date
1/9/2006
1/16/2006
1/30/2006

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Meeting Minutes
Scheduled Time Meeting #

Start Time Date

Closing Time Location


Meeting Topic

Objective

Guests Agenda
Name Attended No. Topic Time
9:00 1
9:00 2
9:00 3
9:00
9:00
9:02
9:02
9:02
9:04
9:04
No
x
9:00

Agreements
Topic No. Date Status Agreement Responsible
1
1
1
1
1

Next Meeting
Date: Location: Time:
Comments and/or observations

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