Hoshin Kanri: Policy Management In Japanese‐Owned UK Subsidiaries
基于对三家日本在英制造子公司的实地研究，探讨了方针管理如何结合战略与日常运营，通过参与式目标制定和评审流程驱动质量、成本、交付和教育目标的实现。
This paper presents the findings from an ESRC two‐year research project about Hoshin Kanri (policy management). Hoshin Kanri is a form of corporate‐wide management that combines strategic management and operational management by linking the achievement of top management goals with daily management at an operation level. The research explored practice in real time in three Japanese manufacturing UK‐based subsidiaries. This paper consists of: an introductory review of the Hoshin Kanri and Japanization literature; a description of the research and a presentation of the three case studies and the main specific issues; and a discussion of the model and the parts played by lean working and TQM, catchball and nemawashi, strategic management, and the uniqueness of Hoshin Kanri, especially in relation to conventional planning, MBO (management by objectives), and the balanced scorecard. Hoshin Kanri is found to be an organizing framework for policy‐based objectives. These are translated into QCDE (quality, cost, delivery, education) targets which are used in daily management to drive progress. Hoshin Kanri employs a participative approach to developing and deploying objectives, and is driven by a process of review. Hoshin Kanri must be managed as a process. Some of the main issues include changes in organization and personnel, problems with administering periodic review, and cross‐functional working in departmental forms of organization.