Getting the Right Things Done

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To remain competitive, leaders must engage all employees to apply lean principles effectively. Strategy deployment, known as hoshin kanri at Toyota, is a proven method for achieving this goal. In his book, Pascal Dennis details the essentials of strategy deployment, addressing two critical questions: What planning system inspires meaningful company-wide continuous improvement? How can we shift mental models that hinder a culture of continuous improvement? The narrative follows a company and its President and COO, an experienced lean leader brought in to guide Atlas. Although Atlas had implemented basic lean principles, it struggled to connect people with business processes for significant improvement. The introduction of strategy deployment provided a framework to align efforts and direct tools effectively. The book offers insights into key components of strategy deployment, including defining the company's “True North,” utilizing the PDCA cycle, achieving consensus through “catch-ball,” and embracing A3 thinking. It emphasizes that lean tools, such as value-stream maps, kaizen events, and 5S, serve as means to an end rather than goals themselves. Ultimately, it illustrates how leaders can leverage strategy deployment to unlock the full potential of Lean within their organizations.