1. A dying star. 1.1 When everything is new. 1.2 The Bench¬mark. 1.3 The first decisión. 2. Strat to Action. 2.1 The impor¬tance of Alignment. 2.2 The “Strat to Action” Process. 2.3 Enterprise Value Stream Analysis. 2.4 Department Value Stream Analysis. 2.5 The Daily KAIZEN™ lasting effect. 2.6 The Breakthrough KAIZEN™ multiplying effect. 3. Hoshin Planning. 3.1 The X Matrix Structure. 3.2 The meaning of Stretching the Goals. 3.3 Level 1 Matrix X. 3.4 X Matrix Lev¬el 2. 4. Breakthrough KAIZEN™. 4.1 Mission Control Room. 4.2 KAIZEN™ Just-in-Time Event. 4.3 Theory of Minimum In¬ventory. 5. The Daily KAIZEN™. 5.1 The Importance of the Daily KAIZEN™ in the Hoshin. 5.2 Daily KAIZEN™ Steps. 5.3 Daily KAIZEN™ Implementation Kick-Off. 6. Countermeas¬ure Culture. 6.1 The Origins of a Countermeasure Culture. 6.2 Countermeasure Definition. 6.3 The Leader’s Role. 6.4 Countermeasures in Hoshin Review. 7. Hoshin Review. 7.1 The Visual Impact of the Bowling Chart. 7.2 The First Month of the Hoshin Review. 7.3 The 3rd Month of Hoshin Review. 7.4 The 6th Month of Hoshin Review. 7.5 The 9th Monthof Hoshin Review. 7.6 CEO’s Year 2 X Matrix. 8. Year 1 Results. 8.1 Review of Year 1 Results. 8.2 How to Coach the Exec¬utive Team to Reflect? 9. Countermeasures to Increase Sales. 9.1 The Voice of the Customer. 9.2 Sales Order Pro¬cessing. 9.3 Value Selling. 10. Year 2 End Results. 10.1 Year 2 Results Review.11. The new way of Budgeting. 11.1 The Way we have always done it. 11.2 The Hoshin to guarantee the Budget.12. A Value Stream Organisation. 12.1 A simple example of Organisational Change. 12.2 How to implement a Value Stream Organisation? 12.3 Value Stream Manage¬ment Power. 12.4 Reorganisation of ALFA’s Structure. 12.5 Nagamichi KAIZEN™ - The Organisational Transforma¬tion Model.13. Year 3 End Results. 13.1 Review of Results achieved in Year 3.14. Results after 3 Years Transforma¬tion. Appendices
In most organisations there is a huge gap when converting strat¬egy into action, compromising the achievement of excellence in economic and financial performance and, consequently, sustained growth in the long term.
This book describes the journey of a company over a three-year period, evolving from poor performance to high levels of growth and profitability by using the KaizenTM Holistic Management Model. It is from the correct definition of strategic priorities and their imple¬mentation that the whole action of this narrative unfolds. This book presents the application of the Strat to Action methodology, which is based on the Japanese concept Hoshin Kanri and allows the communication to be strengthened in an organisation, ensuring the alignment and prioritisation of what is most important. It is used to align goals and resources across a company.
Strat to Action turns strategy into action, challenging and preparing companies for the future through methodical management focused on process improvement, commitment from leaders and the ac-countability of all people involved.
Reading this book will allow the reader to understand Hoshin’s po¬tential in organisational transformation and growth year after year. We pose the challenge: commit to disruptive goals and reach higher than you had ever imagined.