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on January 15, 2007
Participate in Pete Babich's huge experience. From a hands on perspective, stressing feasibility, he presents a well structured approach to steering a business unit by Hoshin Planning. The Vision as well as goals, objectives, measurables and strategies are translated into the speech of the internal customer, strategies become clear and well understood incrasing the buy in of all stakeholders in the company.

It's logical, it's based on standards, it stresses results as well as processes, so it's a powerful tool, especially when you're engage in any Change or Lean Management initiative. You won't have to invent the wheel again. I found many useful examples inside the cd. Implementation managers and / or consultants can save a lot of time using the charts in the book, time they might need to convince top management or the entire leadership crew to become familiar with the new Hoshin process. Because what is Hoshin about in the end? It's about leadership!

There is social-cultural side of implementing Hoshin and it is about change. Hoshin and Change Management must go together and Pete Babich gives a lot of implementation tips that help quality process managers and line managers save nerves and even money. In this way, Hoshin can be a success story.

Recently I read an article on Ford's new CEO's Leaderhip Style, which is driven by facts and data (and commitment). The first thought that came into my mind was, he must have read Pete Babich's book.

It's value add!
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on March 30, 2013
This book needs an urgent update given the demand for agile strategic and product planning, and advances in the Performance Excellence model topic (see Global Excellence Model Council - GEM) and NIST's Baldrige Performance Excellence framework. The general theme seems to replay business and marketing planning 101 theory, explaining the cascade between vision, values, mission and then of course strategies etc. This can be found in many other highly awesome sources, many of which are cited in the bilbiography.

However, I just did not see how its practical given today's flatter management structures to embark on a detailed and lengthy 'Hoshin Planning' exercise that lacks a tangible connection to a continuous improvement or transformation program. How do you keep it current? Also, the problem and root cause analysis examples were at best 'basic'. No indication of how impact drives involvement and propels action. I just don't think an 'annual breakthrough cycle' is plausible in today's high pace economy.
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on March 8, 2006
Pete Babich has prepared an excellent Handbook on how to implement a Hoshin Plan. It is clear, concise, and to the point.

Companies that are interested in implementing a Hoshin Plan should definitely add this to their library.

He also includes a CD of Hoshin templates. In my opinion, the value is in the cultural transformation from traditional to Hoshin. Sometime the IT systems and software get in the way of the transformation (we spend too much time worrying about the numbers and not enough time aligning the organization).

Ed Kemmerling

Lean Manufacturing Results

586-668-1674

ekemmerling@comcast.net
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on April 21, 2012
This book delivers what promised: explains HOW to make Hoshin work in your company. It is a step by step to make strategy deployment using Hoshin Kanri approach. It is very good if you already have a good knowledge of philosophy and concepts of strategy, because it does not go into these details. The verbiage is perfect and the author goes straight to the point, what is perfect because even very busy people can have it read very fast.
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