Introduction

Pick up a recent issue of the Harvard Business Review or read the latest management blog and you'll see that the debate between which is worse -- your strategy or your execution -- rages on. There are plenty of studies that show how 80 percent of companies don't have a well-thought-out business plan. The idea being that if they just had the plan, then the organization would be ready to deliver. There's just as much literature that espouses the exact opposite: It's not the strategy that's lacking, but the sound business processes needed to execute.

As most integrative thinkers will tell you, there is a third explanation. Organizations tend to lack a way to connect their strategy with the resources to properly execute. It is this bridge that is often the problem, not the two river banks. Of course, both strategy and execution can and should be improved, but the connector between the two must function well for either to actually impact the business in a meaningful way.

That's where Hoshin Planning comes in. This planning process links the major strategy objectives with the specific resources and action plans needed to make them happen. Hoshin Planning (sometimes called policy deployment, strategy planning or strategy deployment) is that bridge that most organizations need. Through a back-and-forth refinement system known as "catchball," the entire company becomes involved in delivering a combination of breakthrough performance and daily management.

Does your company have any of these problems?

• Very long lead-times for improvements
• Senior management vision doesn't match organizational activities
• Annual objectives rolled out in March instead of January
• Year-to-year plans never seem to connect
• Most employees never feel like a part of the team

Hoshin Planning could be the solution you've been looking for. Through this two-hour online training session, you'll learn how to make Hoshin Planning a fundamental part of your business.

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You'll learn how to:

• Galvanize your leadership team around a transformational vision.
• Translate the organization's vision into a tree of business priorities that are cascaded through the organizational hierarchy.
• Establish metrics and accountability for each objective at all levels.
• Deploy specific methodologies, projects and people to achieve the objectives.
• Conduct periodic reviews to refine direction and objectives and ensure execution to plan.

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Who should attend

• Members of senior management who want to align the activities of their organization with the business strategy
• Leaders or managers responsible for the development or maintenance of a system to monitor performance
• Supervisors, engineers or process improvement specialists who engage in project management
• Problem solvers who feel like they have the right team with the right talent, but can't seem to get it done!

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Instructor

Wes Waldo
Chief Operating Officer and President, Americas
BMGI

William "Wes" Waldo is a disciplined, organized and highly respected leader.  As BMGI’s Chief Operating Officer and President, Americas, he brings more than 16 years of quality, operations management and process improvement experience to his role.  Prior to this, Wes spent many years as a Lean master consultant, Lean product manager and nearly two years as practice leader for BMGI’s manufacturing team.  A respected authority in his field, he co-authored A Team Leader's Guide to Kaizen Events, and contributed to The Complete Idiot’s Guide to Lean Six Sigma and The Innovator’s Toolkit.  Wes enjoys working with a wide variety of organizations from healthcare to high-end technology manufacturing, especially in the development of their strategic planning.

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