Lean management systems + hoshin

Lean management is a decentralized organization of management control structures to promote the discovery, correction, anticipation, and prevention of process defects and the errors and abnormalities that result in defects. The five principles of lean management are standard work, autonomation, flow production, PDCA, and the Socratic method.

Hoshin kanri is literally the management of a hoshin, also referred to as hoshin management or policy deployment. A strategic decision-making and deployment methodology used by a healthcare organization’s executive team in order to focus resources keenly on the select few critical initiatives needed to accomplish organizational objectives. Using visual matrix diagrams, generally three to five key objectives are selected, refined, and deployed using a cascading, give-and-take communication process (catchball) between executive management and other levels. Resources are aligned throughout the organization, with measurable targets toward the key objectives that are reported on a regular basis. Hoshin kanri resolves large-scale projects into multiple, smaller projects, each with its own project manager or executive sponsor. Each project is documented by means of a project plan called an A3 or A3T.