Chapter 5
Hoshin Kanri: Align Vision, Goals, and Plans for Continuous Improvement
Vision without action is merely a dream. Action without vision just passes the time. Vision with action can change the world.
—Joel A. Barker, futurist
In Chapter 4, we looked at the “grassroots” nature of Toyota leadership. Leadership of daily kaizen by group leaders, and the support of leadership coming from the base of the organizational pyramid, is responsible for much of Toyota’s success. The development of continuous improvement isn’t restricted to technological visionaries and executive-level “change agents.” While there certainly are breakthrough innovations coming out of Engineering, most day-to-day improvements in processes are driven from below by committed ...
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