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Hoshin is a system which was developed in Japan in the 1960's, and is a derivative of Management By Objectives (MBO). It is a Management System for determining the appropriate course of action for an organization, and effectively accomplishing the relevant actions and results. Having recognized the power of this system, Beyond Strategic Vision tailors the Hoshin system to fit the culture of North American and European organizations. It is a "how-to" guide to the Hoshin method for executives, managers, and any other professionals who must plan as part of their normal job.

The management of an organization, whether it be large or small, has as one of its principal responsibilities setting the direction of the organization for the future. The most effective way to set the future direction is to develop a shared vision of what the organization will be in the future, contrast it to the way the organization is now, and then to create a plan for bridging the gap: the Strategic Plan. Beyond Strategic Vision shows you how to do this effectively and efficiently.

Michael Cowley has been a teacher and practitioner of management and strategic planning methodologies since 1972. He is a certified instructor for GOAL/QPC and has worked with a wide variety of clients in the automotive, manufacturing, financial, military, healthcare, and educational fields. Dr. Cowley is President of Cowley & Associates, management consultants in Carnelian Bay, California.

Ellen Domb is President of the PQR Group, a consulting firm specializing in the application of TQM in Upland, California. She has a successful history of teaching and consulting for planning, management, manufacturing, product development, and business systems. Dr. Domb is the author of numerous articles and books on quality management practices.

Comprehensive and complete, from vision to tactical details.
Balanced between day-to-day and long-term strategies.
Designed for anyone to use, even families.

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CONTENTS
Chapter 1 Introduction : What Is Planning and Why Do We Do It? = 1
 What is Planning? = 2
 The Hoshin Planning System Includes "Doing" and "Review" = 2
 Purposes and Types of Planning = 3
 Planning and the PDCA Cycle = 4
 Objectives, Strategies, and Hierarchy of Purpose = 5
 Why Plan? = 6
 Strategic Thinking and Organizational Learning = 7
 Summary = 9
Chapter 2 Problems with Planning = 10
 Discussion = 13
Chapter 3 Hoshin Planning Overview = 14
 Hoshin as the Organization's Integrated Planning System = 14
 The History of Hoshin and Related Developments = 16
 Overview of Hoshin = 17
 Hoshin Timing Issues = 30
 Roles and Responsibilities = 31
 Planning Calendar = 31
 Summary = 33
Chapter 4 Preparation = 35
 The Planning Team = 35
 Scheduling = 36
 Cross-Organizational Issues = 37
 Facilities and Logistics = 38
Chapter 5 Analyzing the Present Situation = 39
 Developing the Mission = 39
 Values = 43
 Critical Success Measures = 44
 Performance Against Last Year's Plan = 45
 Customer Needs and Satisfaction Levels = 48
 Performance of Critical Processes = 52
 Analysis of Competitors = 57
 STEEP Factors = 59
 Employee Feedback and Development = 60
 SWOT Analysis = 61
 Assessment Tools = 62
 Missing Information = 63
 Summary = 63
Chapter 6 The Strategic Vision = 65
 What is a Vision and Why Do We Need One? = 65
 Characteristics of a Good Vision = 67
 Time Horizon = 67
 Other Kinds of Visions = 68
 The Visioning Process = 68
 Communicating the Vision = 72
 Creating a Vision Statement = 72
 Discussion = 72
Chapter 7 Setting the Breakthrough Objectives = 74
 Analysis of the Vision = 74
 Correlation with Daily Management = 75
 Using the Radar Chart to Perform "Gap Analysis" = 76
 Analyzing Cause-Effect Relationships Using the Interrelationship Digraph = 77
 Selection of a Vision Element for Strategic Focus = 77
 Metrics = 79
 Where Do Breakthroughs Come From? = 82
 What Happens to the Remaining Vision Elements and Operational Objectives? = 83
 Discussion = 85
Chapter 8 Developing the High-Level Strategies = 86
 First-Level Strategy Development = 86
 Metrics and Goals = 89
 Time Sequence of Strategies = 89
 Breakthrough at the Strategy Level : Creative Thinking = 90
 How to Recognize and Address Cross-Organizational Issues = 91
 Deliberate and Emergent Strategies = 93
 Ownership of Strategies and Objectives = 93
 Alignment = 93
 The "Three Ds": Delete, Defer, Delegate = 95
 Discussion = 95
Chapter 9 Deployment of the First-Level Strategies(Catchball) = 96
 Communication of the Hoshin Plan = 100
 Development of the Second-Level Strategies = 100
 Tactics = 101
 Timing of the Deployment (Catchball) Process = 101
 Documentation = 102
 Responsibilities of Strategy Owners = 108
 Discussion = 110
Chapter 10 Implementation Plans and Final Plan Review = 111
 Contingency Planning : PDPC = 113
 Using Implementation Plans at Higher Levels = 116
 Using Project Planning Software and Spreadsheets = 116
 Resource Allocation = 116
 Final Plan Review = 117
Chapter 11 Implementation and Review = 120
 Implementation = 120
 The Review Process = 123
 Organization Learning and Improvement = 131
 The Annual Review = 132
 Discussion = 132
Chapter 12 How to Introduce the Strategic Management System into Your Organization = 134
 Identify the Need for Change = 136
 Lay the Foundation for Change = 137
 Teach the Important Concepts of Hoshin to All Employees = 138
 Pick an Important Issue and Focus On It = 139
 Continuous Improvement = 140
 Case Study : North Island Federal Credit Union(Contributed by Geri Dillingham and Mike Maslak) = 141
Chapter 13 The Tools of Hoshin = 151
 Basic Tools = 151
 Why Are the Basic Tools In a Book of Strategy? = 153
 The Management and Planning Tools : Six Creative Tools for Developing Consensus, Vision, and a Shared Operational Definition of Success(Contributed by Weston Milliken) = 160
 Tools Help Teams = 160
 The Tools Themselves = 160
 Why the Use of Tools is Important = 161
 Five Negative Behaviors and How to Avoid Them = 162
 Benefits of Using the Tools Effectively = 165
 Team Composition = 167
 The Tools Themselves = 168
 Affinity Diagram = 170
 Spider Chart = 176
 Relations Diagram = 178
 Tree Diagram = 183
 Process Decision Program Chart(PDPC) = 187
 Activity Network Diagram(AND) = 191
 Positive Attributes of the Tools = 199
 Behavior Appropriate for the Tools = 199
 A Closing Recommendation = 200
Chapter 14 Essential Techniques for Strategic Planning = 202
 Benchmarking = 202
 Process Management = 205
 Voice of the Customer(Contributed by Carolyn Day) = 208
 Gathering the Voice of the Customer = 216
 Conclusion = 230
 Attachment 1 : The Interview Process - School District Example = 233
 Attachment 2 : Hierarchy of Needs - School district Customer = 236
Index = 239