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Hoshin Kanri - Visual Strategic Planning Student Workbook
Hoshin Kanri - Visual Strategic Planning Student Workbook
2-Importance ___________________________________________________________________________ 41
LEARNING OBJECTIVES
– Understand the basic definition and principles of Hoshin Kanri
– Define the basic philosophy in Hoshin of inclusion, creativity and communication
– Know the history of Hoshin Kanri
– Understand how Deming’s Plan, Do, Study, and Act model fits into Hoshin Kanri
– Identify who is involved in the Hoshin Kanri planning process
WHAT IS HOSHIN?
Hoshin comes from Japan. It was created by Dr. Yogi Akao after Deming, Juran and others talked to the Japanese
about leadership and control. You'll also hear it called Policy Deployment, especially when Hoshin is used for
individual departments.
Hoshins are the breakthrough strategies that create needed change toward continuous improvement. They can
be stretch goals or whatever the organization must do to survive.
The fundamental premise of Hoshin is that the best way to obtain the desired result for an organization is for all
employees to understand the long-range direction and participate in designing the practical steps to achieve the
results. This form of participative management evolved and was influenced by the Japanese refinement of
Drucker’s Management by Objectives (MBO) and through the birth and growth of the quality circle movement.
In order for workers to understand their workplace effectively, they must have performance measures of their
processes and monitor these measures to assure that they are contributing to continuous improvement as well as
closing the gap toward the strategic targets. Policy deployment became the tool that Japanese business leaders
used to align the work of their front-line employees to the strategic direction of their company.
HOSHIN PRINCIPLES
• Measuring the system as a whole gives management a clear understanding of how the organization is
performing
• Setting targets for the business and communicating, those targets to the entire organization gets everyone
focused
• Everyone, including workers, sets their own monthly and yearly goals
• Understanding the operating environment allows for sound decision making and innovative future
thinking
• Prioritizing resources on key objectives make the organization more effective and efficient
• Back and forth communication, “catch-ball”, is encouraged both vertically and horizontally within the
organization
Ho = method or form
Shin = shiny needle or compass
Kanri = management or control
HISTORY OF HOSHIN
• 1950 - Dr. Deming presents the “plan, do, study and act” model to Japanese.
• 1954 - Dr. Juran conducts workshop for the Japanese on quality
control.
• 1954 - Peter Drucker’s book which proposes management by
objectives (MBO) is published in Japanese.
• 1962 - Toyota publicizes top-level cross functional management
systems.
• 1964 - Bridgestone Tire Japan introduces the term Hoshin Kanri.
• 1965 - Dr. Akao defines “items of daily management” in relation to
goals and policies in a cross functional management system.
• 1968 - Bridgestone outlines Hoshin Kanri methodology.
• 1970 to Present – An increasing number of companies adopt Hoshin Kanri.
BREAKTHROUGH STRATEGIES
Breakthrough strategies, or Hoshins, can take an ordinary organization
and make it an extraordinary organization. Thinking outside the box
differentiates your organization and provides greater value to your
customers.
Shewhart developed the concept of control with regard to variation, and came up with continuous improvement.
Doctor Deming built upon Shewhart’s work and took the concepts to Japan following world war two. There,
Japanese industry adopted the concepts whole heartedly. The resulting high quality of Japanese products is
world renowned.
Plan
Set up and determine organizational objectives and strategies,
means and targets. Create a Hoshin plan.
Do
Get out there and implement the plan
Study
Evaluate the performance and check on the progress being made
Act
Standardize the results and determine what needs to happen if
the solution didn’t work.
3. What American quality guru introduced quality control to the Japanese after WWII?
LEARNING OBJECTIVES
– Comprehend the many ways to collect organizational data
– Know the components included in an environmental scan
– Identify the components in a SWOT analysis
– Understand how to gather information from the employees within your organization
– Know the importance of the “Voice of the Customer”
– Understand how to measure the organization
ORGANIZATIONAL PROFILES
Before you begin gathering information about your organization, it will be important to understand your
company's organizational profile. By understanding the organization's profile, you gain an understanding of the
different types of data you’ll need to collect and analyze.
The model you see on this page comes from the Malcolm Baldrige National Quality Award program. The
Malcolm Baldrige National Quality Award recognizes U.S. organizations for performance excellence. The
Baldrige Award is the only formal recognition of the performance excellence of both public and private U.S.
organizations given by the President of the United States.
The Malcolm Baldrige National Quality Award organization also provides free paper and pencil surveys that you
can download and use to gather information from employees. You can find downloadable copies of these
surveys on the home page of this course. There is one survey for workers and one survey for managers.
THE PAST
▪ What did your organization look like?
▪ What about your competition?
▪ What about the economics of your industry (did you predict that it would
happen?)
▪ Was the company prepared?
▪ Was your competition prepared?
▪ What worked well in the past that isn’t being utilized today?
▪ How did the economy influence your company?
▪ How did technology influence your company?
▪ How did personnel changes either help or hinder your company?
THE PRESENT
▪ What needs to change?
▪ What would happen if we did not change?
▪ What change forces are internal? What change forces are external?
▪ How much time do we have to change?
▪ Who has to change?
▪ What is going right?
▪ What is going wrong?
▪ What needs are not being met?
▪ What resources are unused or under-utilized?
▪ What opportunities are not being exploited?
▪ What challenges are not being met?
▪ What do competitors do better?
THE FUTURE
▪ How do you see it in the future?
▪ What needs to change?
▪ What is the change?
▪ How does the change fit to the overall business strategy?
▪ What will the future state look like?
o For the organization as a whole?
o From the perspective of the customers?
▪ What changes need to happen to our key processes?
▪ If you had a magic wand, what would you like to see it happen?
▪ What trends do you anticipate?
S TRENGTH Q UESTIONS
▪ What advantages do you hold?
▪ What do other people see as your strengths?
▪ What do you do well?
▪ What significant resources (equipment, skilled employees) do you have?
▪ Is there intellectual property that protects your market position?
▪ Does your company have strong brands?
▪ Are there significant barriers to entry in your market?
▪ Does the company have strong financials (balance sheet, cash flows, credit rating)?
▪ Can the employees be cross-trained in order to increase flexibility?
▪ Can incentive plans make sense to boost employee performance?
WEAKNESSES
▪ A deteriorating competitive position
▪ Obsolete facilities
▪ Lack of managerial depth and talent
▪ Missing key skills or competencies
▪ Poor track record in implementing strategy
▪ Internal operating problems
▪ Vulnerability to competitive pressures
▪ Falling behind on R&D
▪ Narrow product lines
▪ Weak market image
▪ Below-average marketing skills
▪ Unable to finance needed changes in strategies
▪ High unit cost compared to competition
W EAKNESS Q UESTIONS
▪ What are your weak brands?
▪ What improvement projects are currently identified but under resourced?
▪ What do you hope that your competition doesn't discover about your organization?
▪ When the organization needs to spend money, is it in a position to pay or borrow?
▪ Are there new and innovative products in the pipeline?
▪ Does your company successfully recruit and retain talent?
▪ What do your customers complain about?
▪ What areas could your organization / department improve?
▪ What do your internal customers complain about?
▪ What do your suppliers complain about?
▪ Why do our customers leave?
O PPORTUNITY Q UESTIONS
▪ What is the competitive position of the company?
▪ Are there new products (yours or someone else's) that leave the buyer needing something else?
▪ Are there significant purchase or trends you are aware of?
▪ Is there technology available that provides a cost reduction in business operations?
▪ Are there attractive acquisition targets?
▪ Can the company take advantage of cheaper marketing channels?
▪ Can the company grow internationally?
▪ Can the company create new relationships (partnering, collaboration)?
▪ Is the economy changing in a way that favors your product line or offerings?
▪ Are there trade shows that might be good places to share your product?
▪ What new relationships can your organization/department build to improve performance?
▪ What could your organization/department do to better meet your customer’s needs?
THREATS
▪ Likely entry of new competitors
▪ Rising sales of substitute products
▪ Slow market growth
▪ Adverse government policies
▪ Growing competitive pressures
▪ Vulnerability to recession and business cycles
▪ Growing bargaining power of customer or suppliers
▪ Adverse demographic changes
▪ Possibility of employees organizing into their own union
T HREAT Q UESTIONS
▪ What obstacles does your organization face now or in the future?
▪ What is your competition doing?
▪ Is changing technology threatening your ability to compete?
▪ Is the economy impacting other firms' ability to purchase your product?
▪ Can your product line or market position stand the test of time?
▪ What do you fear a competitor might do?
▪ Basic Quality
▪ Performance Quality
▪ Excitement Quality
Basic quality is defined as the most basic of quality. Does the product or service have the characteristics that meet
the customer’s needs? If you want a truck to haul dirt, but the truck doesn’t have a truck bed to do this, the
product has failed the most basic need. Next, performance quality defines how well the product or service
performs what it’s supposed to do. Is the process repeatable? The final category, excitement quality, is when a
product or service meets a customer need that the customer didn’t even realize they had. Providing excitement
quality is what your company should be striving to produce.
SOLICITED UNSOLICITED
EFFICIENCY MEASURES
Process time
Resources extended per unit of output
Value-added cost per unit of output
Wait time per unit
Cost of quality
Percentage of value-added time
EFFECTIVENESS MEASURES
Appearance
Timeliness
Accuracy
Performance
Reliability
Usability
Serviceability
Durability
Cost
Responsiveness
Adaptability
Dependability
▪ Appearance
▪ Timeliness
▪ Accuracy
▪ Performance
▪ Reliability
▪ Usability
▪ Durability
▪ Cost
▪ Responsiveness
▪ Adaptability
EFFICIENCY MEASURES
These measures define how an organization is using its resources, such as available funding and staff, to achieve organization
objectives. Is it applying these resources in such a way as to maximize their contribution to organization outputs, i.e., the
services it provides?
▪ Process time
▪ Resources extended per unit of output
▪ Value-added cost per unit of output
▪ Wait time per unit
▪ Cost of quality
▪ Percentage of value-added time
4. When collecting information from employees, what are the important things to remember?
6. Within your work group, what are you currently measuring and what could you measure to improve
efficiency and effectiveness?
LEARNING OBJECTIVES
– Recognize the difference between a target and a mean
– Identify the stages in a Hoshin Kanri matrix
– Understand the methodology behind the relationship matrix
– State the meaning for the symbols used in a Hoshin Kanri matrix
– Calculate a Hoshin Kanri matrix
1. Get in pairs.
2. Brainstorm a list of what you would need to do in order to become rich and famous.
3. Now brainstorm a list of how you’re going to accomplish your goal.
4. Be prepared to share your work!
IMPORTANCE RATINGS
Ratings are typically on a one to five scale. A five would indicate very important and 1 would indicate not as
important. These importance ratings are then used as multipliers as we move through the matrix. Each "what"
then receives a corresponding "how." Now we have "what" we want to accomplish and "how" we are going to
accomplish it.
Now, for each "what" and each "how," the question is posed, “What is the strength of the relationship between
reducing costs and stopping spending." This is a very strong relationship, so the cell representing that relationship
receives a nine, and a fish eye symbol is entered into that cell. Five, the importance rating, times nine, the
strength of the relationship, equals forty-five. So the value in the intersecting cell is forty-five. All of the values in
each cell are then added up and documented at the bottom of each column.
5 x 9 ( = 9) = 45
The X matrix, also called an A3 Matrix, can be frequently found in Hoshin methodology. It documents
organizational objectives, which processes need to be focused on, but doesn't do a good job in identifying the
priority order for objectives. An X-matrix, like all of the matrixes we've learned about so far, has the unique
advantage of visualizing the design of a strategy on one piece of paper. The prime mover on the X matrix is
strategy, or the "what." This is recorded to the left of the “X” in the middle of the matrix. Once an X matrix has
been completed, there would still need to be a deployment plan, or the chartering of teams to actually get out into
the organization and do the work.
3. If a target has an importance rating of 3, and a weak relationship to the mean, what is the importance for
that mean?
LEARNING OBJECTIVES
– Know that different words may be used to define the same purpose
– Define the term “level of abstraction”
– Know where the specific information goes in a Hoshin matrix
– Review completed Hoshin matrices
– Understand and identify an “X” matrix
LEVELS OF ABSTRACTION
Levels of abstraction start with a very broad statement, like a vision statement, and move into a more detailed
description of activity. When creating "targets" and "means" statements, it's critical that the information remain at
the same level of abstraction.
2-IMPORTANCE
Once targets have been determined, they need to be rated as to their importance. Targets are rated on a scale
from 1 to 5, 1 being of low importance and 5 meaning high importance.
3-COMPETITIVE ASSESSMENT
The competitive assessment is a numeric value that the organization determines for each target, 1.1, 1.2, or 1.3. It
answers the question, "Based on the competition, how much better do we think we need to be to meet this
target?" The criteria for making this decision are based on the understanding of the competition and the
importance rating for the target. If the team feels that they must be a lot better in this area, the target would
receive a 1.3 rating. If the team feels that they are about par with the competition, the target would receive a 1.1
rating.
Hoshin Kanri: Visual Strategic Planning Copyright, LearnFirm.com, 2014.
4-COMPETITIVE INDEX
The competitive index is a measure that corresponds to each target. The Competitive Index is the result of taking
the numeric value for the Competitive Assessment times the Importance Weight for the target. This calculation
creates a numeric value that is the Competitive Index. The information from this room tells the team which
targets are most critical to staying competitive in the marketplace.
5-OWNER
This room in the matrix documents the person who is responsible for working on and updating each target. The
owner has the ultimate responsibility for making sure that his goal is being met. He is also responsible for
tracking the measure, actual and goal information, as well as updating the competitive information. This is
especially important if the competitive landscape changes. Owners of targets and means will be responsible for
reporting on progress made during deployment reviews.
6-MEASURE
A measure gives you a quantifiable way to determine progress towards achieving a target or means. Measures
can also be called metrics or Key Performance Indicators - (KPI’s). Measures generally fall into four different
categories: customer, employee, financial or process.
7-ACTUAL
To provide a clear picture of organizational effectiveness, the actual performance for each target or means is
documented. If a target or means does not have an actual performance value, you may need to benchmark your
competition or take your best estimate based on any information you already know. Then, get busy laying out
how you're going to collect data to validate your best guess. The actual numbers may be a little wobbly at first,
but you can change this room as information changes.
8-GOALS
Goals are what you are trying to achieve in relation to the measures you are tracking. They are your numeric
goals. Goals will move according to how the market and competition are performing. Goals are set in relation to
your competitive assessment or competitive index. Also, before setting a goal, it may be a good idea to review
the information generated in the SWOT analysis or the Environmental Scan.
9-MEANS
For every “target” there is at least one “means.” The “means” is the descriptor of how the organization is going
to achieve the “target." It is the action item. In this area of the matrix, the daily management activities can also
be documented. Just as with targets, it is important to keep the description of the “means” at the same level of
abstraction.
This area of the matrix is called the relationship matrix. We spent a lot of time in the last module talking about
the calculations that takes place in the relationship matrix. The relationship matrix is where the strength of the
relationship between each “target” and each “means” are analyzed. Depending on the strength of the
relationship, (1, 3, or 9) that value is multiplied by the importance rating for each target. The question to be
answered in this area of the matrix is. "Will this means contribute to meeting the target?"
11-IMPORTANCE
The importance for each “means” is documented in this area of the matrix. The cell values are added in columns
to determine these importance ratings. “Means” that receive high importance ratings are given a high priority.
Resources are assigned accordingly to these means and they are deployed into other matrixes in the Hoshin
process.
12-ORGANIZATIONAL DIFFICULTY
This room in a Hoshin Kanri matrix gives an indication as to how hard it will be to achieve the means. It is
typically a number from 1 through 5. This number isn't used in any numeric calculation; rather it is just a
discussion point for the teams as they move forward into action.
EXAMPLES OF MATRICES
As you preview the different matrices on the following pages, keep in mind that each Hoshin Kanri deployment
is tailored to fit the needs of the individual organization. The first four matrices do not include competitive
information; the company determined that it wasn’t necessary. Again, it’s important to remember that each
matrix and each deployment is different, and that a matrix should be tailored to fit a company’s or the
department’s individual needs.
2. Give a concrete example of “level of abstraction” using a term from your day-to-day activities.
3. Anytime safety is involved in a target, what automatic importance rating does it receive?
LEARNING OBJECTIVES
– Define the term “Catch Ball”
– Know the time needed for deploying a Hoshin plan
– Understand who should be involved in the steering committee to support Hoshin efforts
– Describe the necessary organizational configuration for a successful Hoshin effort
– Describe the components found in a Quality Planning Table
– Learn how to recognize actions that could sub-optimize your planning effort
CATCH BALL
Catch ball is a concept used in Hoshin. The definition of Catch Ball is the tossing back and forth of targets and
means, from one level of management to another, until everyone has had a chance to give their input into the
planning process. Rather than just telling people what to do, catch ball gives every manager and team member a
voice. This ensures that the performance expectations of top management are reviewed in the current state of the
organization’s capabilities and that requirements for new investments are identified and communicated
systematically.
The game of Catch Ball proceeds up and down the management hierarchy until every business unit, department,
and process owner has formally committed herself to the company’s strategic intent. Then, the process of
confirmation begins as the “Ball” is set back up the chain of command.
Finally, the other steering committee members need to come from all functional areas within the organization
who are involved in the plan. They should be managers and leaders who have the authority to make decisions
and deal with road blocks. In choosing steering committee members, they should be people well respected
within the organization who are also excellent interpersonal communicators.
COMPLEX DEPLOYMENT
VISION TO ACTION
At a cursory level, the Hoshin
process takes the vision and mission
of the organization, translates that
information into strategies and then
deploys those strategies into action.
As with any comprehensive
organizational effort, action plans or
quality tables must be part of the
process. Quality tables are put in
place based on the most critical
Hoshin strategies. These quality
tables then become team project
charters, Six Sigma projects, or part
of someone's personal plan. In the
quarterly review process, teams that
have been charged with taking
action, present their quality tables to
the management team for feedback
and discussion.
3. Explain why there are numerous matrices in a complex Hoshin Kanri configuration?
5. When using a contradiction matrix, what is more important to focus on? Is it actions that support each
other or those that sub-optimize each other? Why?
LEARNING OBJECTIVES
– Understand the role that a leader plays in a Hoshin Kanri environment
– Identify a leader's customers in a Hoshin Kanri environment
– Understand the four components to change
– Explain why team building is a critical skill
– Identify effective organizational communication channels
– Recognize the roadblocks to creating an environment that supports Hoshin Kanri
A LEADER’S ROLE
Setting strategic direction for a company is by far the most critical role for any leader within an organization.
Leaders must be multi-talented and have many skills and a great wealth of knowledge. A leader must
understand how to create change at each level of the organization. They must also know how to build strong
teams and provide effective organizational communications.
In setting strategic direction for a company, it's important to begin with a good vision and mission statement. This
provides the foundation for organizational goals and sets the overall strategic direction for the organization.
Teams then have the opportunity to brainstorm a limited number of Hoshins that support the goals. Analysis to
determine the priority for each Hoshin can be time consuming, but knowing where to place resources is priceless.
Therefore, it uncovers information by analysis and helps to identify the best path to take to accomplish the
organization's vision.
Take a few minutes and define your organization’s vision and mission and your role in that mission.
TEAM CHANGE
What is the motivation for teams to make changes?
What is the incentive?
Is the team trained in how to work together?
In general, how do people work in teams in your organization?
What resources will be needed to make the change happen?
How can change work be done so that it doesn’t have a negative effect on others?
ORGANIZATIONAL CHANGE
What is the degree of support for the change?
What degree of on-going operations needs to run while the change is being implemented?
How complex is the change?
How should we view the organization as a system?
Which organizational systems and processes need to be analyzed in order to make the change possible?
What aspects of the organization should be included and how much time should it take?
Circle all the words that you use to describe change. How many were positive? And how many were negative?
ORGANIZATIONAL COMMUNICATION
While face-to-face communication is preferred, it is not always realistic, particularly in companies that may be
based in multiple locations--even around the world. Fortunately, there are tools that make it possible to
approximate face-to-face communication,
allowing even the largest companies to create
personal connections between staff and
management.
Take the next couple of minuets and make some notes on other road blocks that you can see happening within
your organization.
LEARNING OBJECTIVES
– Identify the meaning for a tree diagram
– Understand when to use a tree diagram
– Identify the steps needed to create a tree diagram
– Recognize the guidelines for successfully creating and using a tree diagram
Tree diagrams take the most generalized information and create a logical linear progression of thinking. They are
good for operationally defining terms, as well as documenting tasks. Using tree diagrams in concert with other
quality tools gives a team a great way to objectively dissect and define issues. Tree diagrams are typically used
with an intact team to capture the team's thinking.
To This…
2. List at least three different ways that you see using a tree diagram.
4. How would you use a tree diagram in the Hoshin Kanri process?
LEARNING OBJECTIVES
– Define the meaning of an affinity diagram
– Identify when to use an affinity diagram
– State the steps for affinitizing data
– Describe the guidelines for using affinity diagrams
Affinity diagrams were created in the 1960s by a Japanese anthropologist, Jiro Kawakita. He was
involved in studying hundreds of facts about societies and social institutions. When he had completed
his research, he faced the monumental task of trying to organize the information and draw conclusions
from his research. He created a tool called KJ methodology®, which is also called an affinity diagram.
Affinity diagrams have several purposes. First, they spark a team to generate information. Then, they
help organize and categorize the information. Affinity diagrams are usually a team facilitator's first
choice for problem solving because they are such a great tool for generating and organizing
information. Since the team is usually involved in generating data that will later be organized, team
members are allowed to be creative and express their gut reactions to issues or problems. This can be
very informative! Think of it like brainstorming with structure.
Also, they are one of the quickest team tools around. A team can sift through and organize large
volumes of data in record time.
Good selection
Melted cheese
of cheese
Our job was to take these random pieces of data and group them into common themes. Once the data
has been grouped, identify headers for the groups. Headers are the main titles that a name for the data
in the group. Our headers in this case were "Toppings," "Bun," and "Hamburger Meat."
2. Why do you think it’s important for the team to initially work in silence as they are creating their sticky
notes?
5. When one group of data becomes very large, what does it typically mean?
LEARNING OBJECTIVES
– Define a cause and effect diagram
– Understand when to use a cause and effect diagram
– Define the steps in creating a cause and effect diagram
– Identify the guidelines for using a cause and effect diagram
A cause & effect diagram provides a visual documentation of potential causes related to a specific effect. A team
can use cause and effect diagrams as a way to analyze a problem or plan a complex change. Cause and effect
diagrams are also called fishbone diagrams and/or Ishikawa diagrams. A completed diagram does resemble a
fish and Dr. Kaoru Ishikawa came up with the methodology for this great quality tool.
Both problem situations and project definitions can be analyzed using a cause and effect diagram. Use of the
diagram reduces the tendency to look for the one true root cause at the expense of ignoring other causes and/or
interactions of causes. The diagram indicates the relationship of each "cause" and "sub-cause" to each other and to
the "effect" being addressed.
5. How would you use a cause and effect diagram in a Hoshin planning session?
LEARNING OBJECTIVES
– Define flow charting
– Understand when to use a flow chart
– State the different uses for flow charting
– Identify the different symbols used in simple flow charting
– Describe the guidelines for flow charting
Flow charts are a graphic depiction of sequences of events or operations. Using a flow chart also defines the
boundaries of a process, making this quality tool an invaluable method for defining a new process. Flowcharting
should be the first thing a team does in order to analyze a process, both because it generates a lot of great
information in a relatively short amount of time, and because it creates details that a team needs to understand
where to begin improvement efforts.
Flow charting can define the relationships in a work process. Flow charts describe the process detail and make the
whole thing viable. Using a flow chart to document a complex process helps a team understand where resources
are and how information flows through the organization. Flow charts also identify who the operators are in the
process, where data and/or resources come from and go to, any gaps in a process, and how much time is
associated with this step in the process.
There are several types of flow charts. They range from very detailed charts involving the documentation of time
and functional area to much simpler "top down" charts that only capture high levels of activity. Graphically, steps
in the process are documented using shapes that indicate meaning. These shapes are usually rectangles,
diamonds, or ovals. Shapes are then connected with flow arrows.
1. Using sticky notes brainstorm a list of all the activities tied to the process under study.
2. Write a brief description of how the process begins by documenting it on a sticky note, and then drawing an
oval around it. Document all remaining activities with rectangles.
3. Anywhere there are decisions along the way, document those with a diamond.
4. Lay the sticky notes on flip chart paper that is taped together either on a wall or on a large table.
5. Arrange the sticky notes (activities) in the order that they occur within the organization.
6. Determine what decisions are being made along the way. You can use a different color of sticky note for
decisions and turn them at an angle to indicate a decision symbol.
7. Using a pencil or marker begin to connect the activity boxes and decision triangles with connector arrows.
8. Review your chart to make sure that all steps are captured and that each activity box has a connector coming
in and one going out.
9. When the process has been accurately documented, end the activity with an oval symbol.
A comprehensive corporate life has given her the knowledge and skills necessary to help organizations create
positive improvement. She has sought out the most effective methodologies available for creating excellence.
Her broad scope and varied experience has made her a sought after advisor to organizations across the country.
Her more recent experience includes facilitating organizational effectiveness teams for NASA, Methode
Electronics (Malta), Windsor Industries, McDonald Douglas, Emerson Electric and Johnson & Johnson
Medical. She has also facilitated strategic planning sessions for the Department of the Interior and provided
leadership training, strategic planning and group development to executive level management groups at Amgen,
Exabyte, Cordis de Mexico (a division of Johnson & Johnson) and Roche Chemicals.
She is a past adjunct faculty member at Regis University, teaching courses for the American Society for Training
& Development on "Measuring the Effectiveness of Organizations." She has an MBA and an MA from the
University of New Mexico in Organizational Communication.
Professional Affiliations
Professional Training
Advanced Quality Function Deployment Practices, Dr. Yogi Akao (the co-creator of Quality Function
Deployment and creator of Hoshin Kanri), Novi, Michigan, 1998.
Hoshin Kanri Practices, Dr. Yogi Akao (the creator of Hoshin Kanri) Novi, Michigan, 1998.
Karen makes her home at the base of Pikes Peak in Colorado. In her spare time, she studies and teaches yoga.
She currently teaches yoga at the Olympic Training Center in Colorado Springs and is the creator of the Neuro
Semantic Yoga.
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