Policy Deployment X Matrix
Hoshin Planning X-matrix Excel template
policy deployment software
XMatrix
for Hoshin Kanri Strategy Deployment
Purpose = To develop & implement strategic plans and unique competitive advantages - benefiting from input & ownership from all levels of the organization - in a way that greatly accelerates organizational learning and leadership development.
The Japanese characters for Hoshin translate as "shining needle", "direction", or "compass", and Kanri means "management", but Hoshin Kanri is most often translated as "policy deployment".
Most importantly - it is an organizational learning method - to deploy the PDCA scientific method - systematically and relentlessly designing and testing nested experiments - deep through the tissues and layers of your entire organization. It is a systematic way to develop and continuously improve your unique competitive advantages.
For the first time, people really "get it" In the past, your strategic planning process may have been a mostly "ivory tower" academic exercise - where once a year all the executives get away to huddle together to dust off the Strategic Plan that no one has looked at in 11 months, and come up with some new grand plans that no one will be able to remember a month from now. With Hoshin Planning, people at all levels of the organization truly understand (and are motivated buy) how their team's To Do List fits in with their company's overarching strategic objectives. |
Policy Deployment Hoshin Matrix
When we originally released this policy deployment software, we called it a "spiral", because you start by filling in your strategic breatkthrough Objectives and Measures & Targets (which can either be simply copied from or dynamically linked to your team's Balanced Scorecard), and then you spiral your way around to complete the Action Programs (the implementation of which often require cross-departmental coordination), and finally spiral to the Action Items at the top of the xmatrix - which serves as a high-level shared To Do List for your work team.
Working closely with other planning teams (above and below), each work team actively participates in the creation of (and ownership of) their own x-matrix. Each team publishes it where every team member can find it - often printed on large plotter paper, and tacked on a highly visible bulletin board, and usually published on a server - which is updated more often, and where team members can click hyperlinks to related documents.
Refer to the Help worksheet of your Policy Deployment Matrix for additional helpful guidance.
If policy deployment has never been a strong competitive advantage in your company, this Hoshin Planning tool can take your strategic planning (and especially implementation) to a previously unimaginable level.
Distribute to unlimited users As per the terms of your License Agreement, if all of your team members do not own a license for Systems2win templates, then you can publish using free PDF writing software, which still allows active hyperlinks. |
Use Hoshin Kanri to manage just about anything
Although the Policy Deployment Matrix is most commonly used as a way to manage strategic change initiatives,
once your people get the knack, it also proves to be a powerful tool to manage must about any type of change:
- Improve your value streams
- Integrate your supply chain
- Manage a portfolio of related brands, products, or value streams
- Launch a new product or service
- Manage lean six sigma projects and strategic change initiatives
- Manage any complex project that involves cross-functional cooperation
Although the Bowling Chart template was originally introduced for hoshin deployment,
it is also an excellent tool for managing any type of time-phased project.
Strategic Deployment - Catchball
The most essential difference between hoshin strategic planning and traditional strategic planning is catchball.
Your hoshin team designs your catchball process to fit your organizational structure.
- Small organizations with few hierarchical layers will play few rounds of catchball, while larger organizations might play a round of catchball between each of the optional Tactical and Operational phases.
- Organizations new to Hoshin Kanri might start out with only 1 round of catchball with mid-level managers, while mature lean organizations might involve every single employee in some level of hoshin planning.
- Advanced organizations might add additional rounds of catchball to seek the insights of their board of directors, customers, suppliers, or other stakeholders.
| Teams | Nested Experiments |
|---|---|
Hoshin Team Usually the management team in charge of the business unit (the business unit might be a company, division, product line, location, department, or value stream)
Might also include high-level representatives of other stakeholders, such as parent or sibling organizations, suppliers, customers, unions, etc.
The Hoshin Team Leader is either the leader of the business unit, or at least someone who reports directly. |
Long-term Strategic Intent Mission, Vision, SWOT Analysis, competitive positioning, core competencies, and a flexible long-term Strategic Plan that ideally features a Big Hairy Audacious Goal. Scan the environment to define the most important challenges for strategy to address - using financial projections, Value Stream Maps, and Lean Assessments, and other strategic planning tools. |
Mid-term Strategic Initiatives (3-5 yrs) Identify, analyze, and prioritize no more than 5 breakthrough Objectives to eliminate gaps between vision and current capabilities. Create intermediate state value stream maps. Create the Hoshin Team Charter. Populate the Mid-Term X Matrix Measures & Targets, and Action Programs - and the bottom 2 correlation sections. (leaving Action Items and Responsiblities blank) Preserve ideas for lower-priority Potential Future Improvements. |
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Annual Hoshin Do everything you did for the mid-term Hoshin, but this time narrowing your focus to Objectives that can be accomplished in 6-18 months. Complete the entire Annual Hoshin X Matrix (including Hoshin Team Action Items, and the Responsibilities sections, and all 5 correlation sections). For each Action Item on the Annual Hoshin X Matrix, create a proposed Team Charter, and assign members of the Hoshin Team to be full or part-time members the Tactical Teams. Each Tactical Team must be led by a Hoshin Team member. |
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Tactical Teams (optional) You can have any number of intermediate layers of teams - and you can call them anything you want Chartered by the Hoshin Team |
Tactics to develop competitive capabilities specified by the Annual Hoshin Each team goes through a round of catchball to involve all managers to improve the Annual Hoshin and negotiate the terms of agreed-upon Tactical Team Charters. |
Operational Teams (optional) Chartered by the Tactical Teams |
Operations 3-6 month projects - defined by the Annual Hoshin and the Tactical X Matrices Each team goes through a round of catchball to involve all supervisors and team leaders to improve the higher-level X Matrix and negotiate the terms of agreed-upon Operational Team Project Charters. |
Action Teams Chartered by any of the above teams to implement specific improvement events and daily continuous improvement. If your team isn't involved in the creation and deployment of an X-Matrix, then your team is an Action Team. An Action Team simply means "next step is implementation; no more planning". |
Kaikaku and Kaizen Events Clearly defined projects that can be completed in 1-12 weeks to apply new tools and methods to daily standard work. Can be any mix of kaizen events, A3 Projects, 8D Corrective Actionsor any other types of projects. |
Daily Kaizen Daily habits and systems for problem solving, idea generation/implementation, and the continuous improvement of daily standard work. This is where you will use most of your lean tools, and templates for lean management. |
Policy Deployment Software and Methods
In addition to the absolutely essential catchball process and the X Matrix and Team Charter templates,
many other lean tools and methods might also be used as needed in your hoshin planning process.
Here are some of the more popular ones to consider:
- Team Roles template (to define YOUR Hoshin Team structure and responsibilities)
- Lean Assessment
- Results Metrics Gap Analysis
- Value Stream Mapping
- Supply Chain Mapping
- Flow Charts
- Product Family Matrix
- Root Cause Analysis
- Thought Map Relations Diagram
- Brainstorming
- Force Field Analysis
- Decision Making Matrix
- Potential Future Improvements Idea Bank
- Training Matrix
- Any of the tools for training people
- A3 Reportor 8D Report for problem solving
- A3 Approval form
- A3 Gemba Interview
- Process Observation worksheets
- Voice of the Customer Kano Analysis
- Quality Functional Deployment
- Critical To Quality Tree Diagram
- DMAIC Measurement Selection Matrix
- Pareto Chart
- FMEA and Control Plan
- SMED Quick Change Over
- Heijunka load leveling tools
- OEE Overall Equipment Effectiveness
- Balanced Scorecard
- Organization Chart
- All of the strategic planning tools
- Gantt Summary Milestone Chart
- Gantt Chart
- Team To Do List
- Team Facilities Checklist
- Meeting Agenda & Minutes template
- Ground Rules for Working Together template
- Change Management
- Any of the project management tools
- Software Project Scope (if planning to replace or upgrade ERP software)
- All of the kaizen event planning tools
- Lean Kaizen Training PowerPoint
- Lean Kaizen Training web section
Suggested Reading and Resources
"There is nothing so useless as doing efficiently that which should not be done at all." ~ Peter F. Drucker |
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This X Matrix Hoshin template comes bundled with |
