Gandhi focused his thinking and acting on the ‘means’ rather than on the ‘ends’ with the ideal that the ‘ends’ cannot justify the ‘means.’
Management by Objectives does not concern with how objectives are obtained as long as they are.
Hoshin Kanri is a management tool used at Toyota to align business strategy and mobilize the entire organization toward the business strategy. Hoshin Kanri means “Shining Metal, Pointing Direction” or “Directional Needle”. In other words, Hoshin Kanri is a North Star or a Compass. Under Hoshin Kanri, any means to achieve a profit is not acceptable, but achieving a profit without violating environment stewardship is appropriate and good. Hoshin Kanri seeks to achieve the objective with equal emphasis on the means
Key Elements in Hoshin Kanri
- Driven by organization’s vision, not today’s problems - most of us and our strategies evolve from today's problems. I have yet to see a Commander at any level define the organization vision. If the vision does exist then either it is not shared or not well communicated to the officers and troops
- It is a system to translate that vision into tangible and measurable objectives - we had no clue what our objectives were other than training and practicing our bridge building operations
- Alignment created by cross-functional planning to achieve short-term objectives each year - with a change of CO every 2+ years our objective was to survive the posting / survive the CO whichever was more difficult
- At the heart of Hoshin Kanri is Plan-Do-Check-Act - we went through the motions but rarely did we evaluate as to whether we had really improved and was the improvement worth it
- Catchball = alignment, clarification, and employee involvement - did not exist accept than carrying out orders
- Backwards from Perfect – is what starts most discussions - unfortunately most COs start with the assumption that they were perfect
http://www.shmula.com/1555/shining-metal-pointing-direction
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