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Quest Training

Hoshin Kanri & Strategy Deployment Training Course

Explains how to apply Hoshin Kanri to cascade long-term objectives into departmental priorities, measurable targets and improvement initiatives across levels.

QE · Operational Excellence & Performance ImprovementAll Levels#2845ClassroomEnglish , Arabic
Duration
5 Days
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Free substitution at any time · 30+ days' notice: full refund minus 10%. Cancellation policy

Sectors:Quality Management & Operational ExcellenceCategories:Operational Excellence & Performance Improvement

Course Overview

Hoshin Kanri is a strategic management methodology that enables organizations to translate long-term strategic objectives into coordinated departmental priorities, measurable operational targets, and actionable improvement initiatives. By connecting executive direction with daily operations, the methodology helps organizations maintain strategic alignment, focus resources on critical priorities, and ensure that improvement efforts contribute directly to business performance. This course provides a practical framework for applying Hoshin Kanri and deploying strategy across organizational levels. Participants will explore strategic priority selection, breakthrough objectives, annual planning, catchball communication, X-Matrix development, KPI alignment, and performance review mechanisms. The programme also examines how to connect strategic planning with Lean management, continuous improvement, operational excellence, and organizational governance. Through practical exercises and realistic business scenarios, participants will learn to develop a strategy deployment framework, align departmental plans with corporate objectives, establish accountability, and monitor implementation progress. The course emphasizes cross-functional collaboration, evidence-based decision-making, and systematic review cycles to help organizations close the gap between strategic intent and measurable results.

Learning Objectives

  • Explain the principles, structure, and strategic value of Hoshin Kanri.
  • Translate long-term organizational goals into annual objectives and measurable priorities.
  • Identify breakthrough objectives and distinguish them from routine operational targets.
  • Apply the catchball process to align strategic priorities across management levels.
  • Develop and interpret the Hoshin Kanri X-Matrix.
  • Align departmental plans, improvement initiatives, resources, and performance indicators.
  • Establish KPIs, milestones, accountability, and review mechanisms for strategy deployment.
  • Integrate Hoshin Kanri with Lean management and continuous improvement programmes.
  • Identify implementation barriers, strategic risks, and conflicting departmental priorities.
  • Develop a strategy deployment roadmap with defined responsibilities and monitoring procedures.

Who Should Attend

Chief executive officers and senior executives responsible for strategic direction. Strategy directors, strategic planning managers, and corporate planning teams. Business unit leaders and departmental managers. Operational excellence and continuous improvement leaders. Lean management and performance improvement professionals. Transformation and organizational development teams. PMO professionals coordinating strategic initiatives and programmes. Quality management leaders and process improvement specialists. Government and public sector executives responsible for strategic planning and performance delivery.

Learning Outcomes

  • Explain how Hoshin Kanri connects strategic direction with daily operational execution.
  • Translate organizational vision and long-term goals into focused annual priorities.
  • Select breakthrough objectives based on strategic importance and organizational capability.
  • Use the catchball process to strengthen alignment and commitment across departments.
  • Build an X-Matrix linking objectives, improvement initiatives, KPIs, and accountable owners.
  • Develop aligned departmental plans and implementation milestones.
  • Establish performance review cycles and escalation procedures.
  • Identify deviations from strategic targets and implement corrective actions.
  • Integrate strategy deployment with continuous improvement and operational management systems.
  • Prepare a practical strategy deployment roadmap with measurable outcomes and clear accountability.

Course Outline

Day 1

Hoshin Kanri Fundamentals and Strategic Alignment

  • Principles, origins, and evolution of Hoshin Kanri as a strategic management methodology.
  • Connecting organizational vision, mission, long-term objectives, and annual priorities.
  • Distinguishing breakthrough objectives from routine business performance targets.
  • Assessing strategic challenges, organizational capabilities, and improvement opportunities.
  • Selecting a limited number of critical priorities to focus resources and management attention.
  • Aligning strategy deployment with corporate governance, operational excellence, and Lean management.
  • Identifying dependencies and potential conflicts between strategic objectives and departmental plans.
  • Establishing leadership responsibilities and the principles of effective strategy deployment.
  • Practical Exercise: Review a representative organizational strategy, identify critical strategic priorities, and translate them into preliminary breakthrough objectives and annual targets.
Day 2

Strategic Planning, Catchball, and the X-Matrix

  • Translating breakthrough objectives into annual objectives and measurable outcomes.
  • Applying the catchball process to communicate, negotiate, and align priorities across organizational levels.
  • Engaging executives, departmental leaders, and operational teams in target setting.
  • Understanding the structure and purpose of the Hoshin Kanri X-Matrix.
  • Linking long-term objectives, annual goals, improvement initiatives, KPIs, and accountable owners.
  • Selecting appropriate performance measures and defining target values and milestones.
  • Identifying resource requirements, dependencies, and potential implementation constraints.
  • Documenting strategic commitments and resolving conflicting departmental priorities.
  • Practical Exercise: Develop an X-Matrix for a selected strategic objective, linking annual targets to improvement initiatives, performance indicators, and responsible departments.
Day 3

Strategy Deployment and Operational Integration

  • Translating strategic priorities into departmental plans and operational improvement projects.
  • Cascading objectives across business units, functions, and operational teams.
  • Aligning budgets, workforce capabilities, technology, and other resources with strategic priorities.
  • Integrating Hoshin Kanri with Lean initiatives, process improvement, and operational excellence programmes.
  • Establishing project ownership, implementation milestones, deliverables, and dependencies.
  • Defining cross-functional coordination mechanisms and decision-making responsibilities.
  • Managing implementation risks, competing priorities, and resource constraints.
  • Connecting strategic initiatives with daily management and standard operating routines.
  • Practical Exercise: Convert an approved strategic objective into a departmental deployment plan with initiatives, milestones, resource requirements, accountable owners, and measurable outcomes.
Day 4

Performance Management, Review Cycles, and Corrective Action

  • Establishing KPIs and performance dashboards for strategy deployment.
  • Monitoring leading and lagging indicators to assess implementation progress.
  • Applying daily management, monthly reviews, and periodic strategic performance reviews.
  • Using visual management and structured reporting to identify deviations from targets.
  • Applying root cause analysis to strategic and operational performance gaps.
  • Developing corrective and countermeasure plans with defined ownership and deadlines.
  • Escalating unresolved issues and coordinating corrective actions across departments.
  • Using evidence-based reviews to adapt priorities while maintaining strategic direction.
  • Practical Exercise: Analyse a strategy deployment performance report, identify deviations from planned targets, investigate their causes, and develop a prioritized corrective action plan.
Day 5

Sustaining Hoshin Kanri and Developing the Strategy Deployment Roadmap

  • Embedding Hoshin Kanri into organizational planning, governance, and performance management.
  • Establishing leadership routines, accountability structures, and communication practices.
  • Reviewing strategic progress and evaluating the effectiveness of improvement initiatives.
  • Capturing lessons learned and incorporating them into future planning cycles.
  • Conducting annual strategy reviews and adjusting priorities in response to business changes.
  • Strengthening organizational learning and cross-functional collaboration.
  • Standardizing successful deployment practices and sustaining continuous improvement.
  • Developing a phased strategy deployment roadmap with clear milestones and success measures.
  • Practical Exercise: Prepare a 90-day Hoshin Kanri implementation roadmap with strategic priorities, departmental actions, accountable owners, KPIs, review cycles, and sustainability measures.

Upcoming Dates

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Kuala Lumpur · 19 – 23 Apr 2027 · Classroom

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Available in: Istanbul · Dubai · London · Doha · Amsterdam

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