Hoshin Kanri

Hoshin kanri, also called policy deployment or strategy deployment, is a management methodology for aligning an organization's functions and activities with its strategic objectives vertically and horizontally. It uses structured plan-do-check-act thinking to establish and execute strategic initiatives, with a typically annual plan containing goals, actions, timelines, responsibilities, and measures. It can involve catchball dialogue between senior managers and project teams to match available resources with desirable and achievable projects.

Source checked1/1 values · 2026-10-25Methodology

Specification

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Kind	methodology

Study notes

Also known as policy deployment and strategy deployment; synonyms include hoshin.
Aligns functions and activities vertically from the CEO to the front line and horizontally across departments.
Uses structured plan-do-check-act (PDCA) thinking to establish and execute strategic initiatives.
Focuses on developing capability through strategic delegation of responsibility.
May start as a top-down process; once major goals are set, it should become top-down and bottom-up.
The dialogue between senior managers and project teams is often called catchball or nemawashi.
A specific strategy deployment plan is typically annual with precise goals, actions, timelines, responsibilities, and measures.
The objective is to match available resources with desirable projects so only projects that are desirable, important, and achievable are authorized.
A3 problem-solving can be combined with hoshin kanri; the A3 report is a Toyota-pioneered practice of putting problem, analysis, corrective actions, and action plan on one sheet.
A mature lean organization may call the process strategy alignment or policy management.
Five myths of implementing strategy listed in the source are: execution equals alignment; execution means sticking to the plan; communication equals understanding; a performance culture drives execution; execution should be driven from the top.