The Hoshin Kanri Forest

Strategic Lean management efforts significantly fail because leaders often lack a map of their organizations. Written in a colloquial manner, The Hoshin Kanri Forest is for Lean practitioners who seek to design organizational structures that functionally support the dynamics associated with Lean Man [...]
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Strategic Lean management efforts significantly fail because leaders often lack a map of their organizations. Written in a colloquial manner, The Hoshin Kanri Forest is for Lean practitioners who seek to design organizational structures that functionally support the dynamics associated with Lean Management. This book will provide a comprehensive quantifiable framework for strategically designing organizations for Lean management. Combining knowledge about strategic organizational design and Lean management, the author introduces a theory called the Hoshin Kanri Forest that considers organizations as networks with organizational structure, functional connectivity, and effective dynamic patterns for attaining an optimal strategic organizational design towards the strategic goal of Lean management. It presents the future of Lean organizations relying on strategically designing its structure, function, and effective dynamics.This book is about describing an evolutional approach toward a peaceful Lean revolution. It includes useful insights into organizational key-performance-indicator dynamics, gives leaders an implementation roadmap, and offers real examples from the author's professional experience.