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Solving problems in hoshin kanri system approach using quality management tools

Konieczka Kinga

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

2021

z. 153

227--237

The article was created thanks to participation in program PROM of the Polish National Agency for Academic Exchange. The program is co-financed from the European Social Fund within the Operational Program Knowledge Education Development, non-competitive project entitled “International scholarship exchange of PhD students and academic staff” executed under the Activity 3.3 specified in the application for funding of project No. POWR.03.03.00-00-PN13/18. Purpose: The main goal of the article is to present quality management tools that help solve problems in the functioning hoshin kanri system. Design/methodology/approach: In this article described practical aspects of quality focusing on solving problems in foundation system of hoshin kanri. Operation of this system means a systematic process of planning and achieving long-term goals, by developing organization's strategy for all its departments and units. In addition, the article discusses analytical research in relation to Toyota Motor Corporation. This analysis included evaluation of the most popular quality tools for solving problems such as DMAIC, 8D, A3, 5-Why and Ishikawa diagram. Findings: The case study presented in the article showed that the most applicable and useful is A3 Report but it is possible to use 8D and 5-Why however, the results are less useful than in the case of previous ones. Originality/value: The results of the considerations are very useful for small and large companies. The application of the presented method in article is mainly for better strategic planning and as a tool in quality management systems and management of complex projects.

Metoda hoshin kanri wg S. Shiby

Ćwiklicki M.

Problemy Jakości

2008

R. 40, nr 12

8-10

In the article the model of hoshin kanri described by Shoji Shiba is presented in detail. At the beginning of the article short biography of Shoji Shiba is given. Next the reasons and purpose of using hoshin kanri in organizations proposed by S. Shiba are described. Methodology of this Japanese method according to Shiba is portrayed with particular attention given to proceeding steps. The steps are illustrated: especially process of establishing the annual hoshin, hoshin deployment and hoshin monitoring. At the end of the article two models of hoshin kanri are presented based on Shiba's papers from 1995 and 2001. The differences are discussed and this model is evaluated from the methodological perspective.