Hoshin Kanri has been described as the application of quality management principles to change management. And it is true, frequent checks are made to ensure the kinds of breakthrough improvement efforts typically managed by Hoshin Kanri are both proceeding as planned and delivering the expected result. Yet there are certain characteristics which make the quality management of breakthrough improvement different from other applications of quality. Understanding and handling these differences requires experience, good judgment, objectivity and patience.
Making a comparison to traditional audit practices can help explain the important, but often subtle, differences.
|
Standard Quality Auditing Conditions |
Breakthrough Improvement Auditing Conditions |
| standard work has been established |
a team is learning their way to new standard work |
| auditors are checking for the presence or absence of compliance – "Are procedures being adhered to?" |
auditors are checking the changes as they are being designed and tested – "Is the breakthrough strategy developing in the right way, or are we experiencing unexpected problems that must be resolved?" |
| Occasionally, when evidence of non-compliance seems to have been found in a specific instance, it turns out to be nothing more than an exceptional condition. The workforce and management are aware of these exceptions and can help point the auditor to statistics indicating their infrequent occurrence. This makes it relatively easy to verify the instance is indeed exceptional and not a indication the system is not working. |
The changes being developed are new. The workforce and management may not be able to spot exceptions and statistics are not likely to be available. Therefore, auditors must use good judgment to identify and separate exceptions from systematic process issues. A failure to do so can cause the breakthrough effort to veer off-course as the team tries to figure out how to incorporate into their design a method for handling the exception. While it may be appropraite to build some exception management into a process, its rarely a good idea to build it in until the final stages of the initiative. |
| Auditing is performed by persons outside the management of the area they are checking to avoid any conflict of interest and claims of a "cover up". |
Audits are performed by persons leading or participating in the design effort. They are the only ones familiar enough with the developing system to perform this role. The individuals doing this portion of the work must be able to view their own work objectively, and have the confidence and patience to listen carefully as their work is critiqued by every level of the organization. Ultimately they must identify and separate the constructive criticism (which in my experience is the majority) from less helpful commentary. |
There are other differences between Hoshin Kanri quality management and more standard quality management but the above summary serves our purpose here – to help point out the different nature of quality work in the support of breakthrough improvement efforts.
