WINNING STRATEGIES
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The Present – Financials
The Present – Sales & Stocks
Market Report
Chosen Strategy
Hoshni Kanri
Catch Ball
Vision
Wave riders’ vision
Vital Goals
Five year plan
Short term departmental Goals
9000
8000
700
7000
600
614
552
494
6000
500
5000
400
330
4000
300
3000
200
2000
180
100
1000
0
2007
2008
2009
2010
2011
Annual Turnover
0
2007
2008
2009
2010
2011
Profit After Taxes
1764
1800
1600
1170
1100
1200
1060
1400
1000
1000
1283
970
1200
800
1000
600
400
1482
Leisure
381
368
1063
852
800
Miltary
350
321
326
200
600
400
0
200
1
2
3
4
5
Sales Figures (units)
0
1
2
3
4
5
Value of FG Inventory
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Major competitors – Surf ZA & Hagen
Leisure market to continue to grow at 6 – 7 %
Demand for military goods continues to be
stagnant.
Funding for Military sector could reduce
further.
Stricter standards for safety.
90 – 95 % sales of Wave Riders is in the U.K.
Wave riders sales (last year) in UK were only
11 % of the total market.
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Increase market share in Europe
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Hoshin Kanri is an organising framework for
strategic management, which is concerned with the
following four primary tasks.
To provide a focus on corporate direction by setting
annually, a few strategic priorities; to align the
strategic priorities with local plans and programmes;
to integrate the strategic priorities with daily
management; to provide a structured review of the
progress of the strategic priorities. (Roberts, 2001)
Hoshin Kanri is a systematic method for focusing
the activities of an organization on critical
breakthrough areas. These may he hard old problems
or newly surfaced ones, or they may simply be areas
critically in need of improvement (Munshi, 1991)
Mission
Vision
Corp.
Philosophy
Medium Range Plan
Annual Plan / Goals
Deployment
Implementation
Plan
Act
Regular progress review
– Monthly + Quarterly
Annual Review
PDCA
Do
Check
(Jolayemi, 2008)
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“Catch ball”, is used to gain consensus on the
deployment of Hoshin targets and measures, in a
team environment known as “cross-functional
management”.
(Roberts, 2001)
Catchball refers to relative up, down, and
horizontal discussions and joint analysis necessary
for effective determinations of objectives,
strategies, targets and means.
(Jolayemi, 2008)
Director
Function A
Department
Department
Function B
Function C
Department
(Jolayemi, 2008)
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Describes the ‘shape’ of the future business
Sets specific goals
Drives strategy
(Wilson, 1992)
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To be the leader in the European market and
strive for the delight of all stake holder’s .
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Global – We deliver what you want where you want
and when you want
Strives – move on the path of continual
improvement
Stake holder’s – customer, share holders, employees
and society
Delight – deliver more than the expectations
Goal 1:
Goal 2:
Goal 3:
Goal 4:
Goal 5:
Meet financial targets
To Exceed the customers expectations
in quality and service.
Deliver 100% on time all across Europe.
To be a Carbon neutral, Toxic neutral
company.
To train and develop all employees to
achieve their potential.
Goal
Today
2013
2014
2015
2016
2017
Goal 1
PBDIT - 423
PBDIT - 600
PBDIT - 800
PDIT - 1530
Goal 2
2 -3 complaints
per annum
Zero complaint.
Zero
complaint
Zero Complaint
Goal 3
On time
deliveries 60 %
75 %
90 %
100 %
Goal 4
Meeting the
statutory
requirements
Reduce energy
consumption
10%
Further 10 %
30 % (in five years)
Goal 5
No review
process in place
Start
Performance
management
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Financial (Goal 1)
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Marketing
 To increase sales by 10 % next year
To set up a new marketing team for aggressive marketing
in Europe.
Strengthen the existing sales team through training and
developing on their competencies.
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Financial (Goal 1)
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Production
 Reduction in process cost by 10 % in year 2013
 Revisit the SOP and improve upon the production process.
 Reduce all forms of waste (go Lean).
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On time delivery (goal 3)
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Production
 To reduce the process time from 8 weeks to 6 weeks
within a year.
Making use of six sigma system and striving for six sigma
levels over a period of 3 years
process improvement.
Reduction of waste (Lean Practices)
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Jolayemi, J. K. (2008). Hoshin kanri and hoshin process: A review and
literature survey. Total Quality Management & Business Excellence , 295 320.
Mary Klemm, S. S. (1991). Mission Statements : Selling Corporate values
to Employees. Long range planning , 24, 73 - 78.
Munshi, G. R. (1991). Hoshin Kanri: a systematic approach to
breakthrough improvement. Total Quality Management , 213 - 226.
Roberts, C. T. (2001). Hoshin Kanri: Implementing the catch ball process.
Long Range Planning , 287 - 308.
Wilson, I. (1992). Releasing the power of strategic vision. Long Range
Planning , 25, 18 - 28.
Thank you