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Identification of guidelines for Hoshin Kanri initiatives

Author

Listed:
  • William Giordani da Silveira
  • Edson Pinheiro de Lima
  • Fernando Deschamps
  • Sergio E. Gouvea da Costa

Abstract

Purpose - The purpose of this paper is to propose a set of guidelines to be used for diagnosing and (re)designing organizational systems based on Hoshin Kanri – a management framework that is recognized for building the link between strategy and business execution. Design/methodology/approach - A two-step approach was used in this research work. A systematic literature review (SLR) was used to find relevant references related to Hoshin Kanri that could serve as sources for recommendations. After completing the SLR, content analysis was used to define the recommendations and analyze them, deriving a set of guidelines. Findings - A collection of recurring topics was identified through content analysis. These topics can be interpreted as central aspects for Hoshin Kanri application. Topics were eventually categorized and one guideline was developed for each one of the categories, which resulted in a total of 23 guidelines. Guidelines were grouped in two dimensions (context and process) and also according to their central aspect (organizational culture, capabilities, focus, alignment, integration and review). Originality/value - Although Hoshin Kanri has been widely applied in Japan and also in large companies over the past 50 years, it is not as widely explored in research papers as other frameworks. Literature often focuses on Hoshin Kanri only as a process and not as an organization-wide holistic system. There are few empirical studies about its conceptual assumptions and practical implications and no systematization of the main aspects that ensure the effective application of Hoshin Kanri in a universal manner.

Suggested Citation

  • William Giordani da Silveira & Edson Pinheiro de Lima & Fernando Deschamps & Sergio E. Gouvea da Costa, 2018. "Identification of guidelines for Hoshin Kanri initiatives," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 67(1), pages 85-110, January.
    • Handle: RePEc:eme:ijppmp:ijppm-03-2016-0071
    DOI: 10.1108/IJPPM-03-2016-0071
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    Citations

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    Cited by:

    1. Katharina E. Roche & Rupert J. Baumgartner, 2024. "Development of a strategy deployment framework combining corporate sustainability and operational excellence," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 31(3), pages 2159-2174, May.
    2. Costa, Federica & Lispi, Leonardo & Staudacher, Alberto Portioli & Rossini, Matteo & Kundu, Kaustav & Cifone, Fabiana Dafne, 2019. "How to foster Sustainable Continuous Improvement: A cause-effect relations map of Lean soft practices," Operations Research Perspectives, Elsevier, vol. 6(C).
    3. Beatriz Gaspar & António Carrizo Moreira & Carolina Cercas & Rafaela Queirós & Salomé Campos, 2022. "The Internationalization of Nongovernmental Organizations: Characteristics and Challenges," Administrative Sciences, MDPI, vol. 12(4), pages 1-23, October.
    4. Henrik Saabye & Thomas Borup Kristensen & Brian Vejrum Wæhrens, 2020. "Real-Time Data Utilization Barriers to Improving Production Performance: An In-depth Case Study Linking Lean Management and Industry 4.0 from a Learning Organization Perspective," Sustainability, MDPI, vol. 12(21), pages 1-21, October.

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