Hoshin Kanri : strategy implementation – case study

Abstract

In a rapidly changing world, winning businesses need to stay focused and continuously evolve to stay in business. Strategic thinking, strategy and deployment of strategy play a key role in focusing the efforts of the company to stay competitive.

Company X introduced a new methodology for its strategic planning and implementation in 2017. The new framework was based on the model of Hoshin Kanri, known as a framework originating from Japanese companies executing lean leadership. The purpose of this thesis is to provide an insight of the success in implementation to managers and supervisors and to point weak areas in implementation by the company.

The work includes a presentation of the Hoshin Kanri concept based on literature about the subject, a questionnaire to gain an insight of the implementation level and conclusions of where the weak point in the company implementation lies.

The company has been successful in making and implementing their strategic framework and the results in the questionnaire were mostly agreeing throughout the company hierarchy and departments. The thesis also includes recommendations for further improving the implementation level of the framework and thereby a stronger input to the strategic goals of the company.