Hoshin Kanri - Revision history

Tkokotas at 16:55, 16 November 2018

2018-11-16T16:55:46Z

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			''Developed by Davide Sartori''


	== Abstract ==		== Abstract ==

DSartori at 12:37, 26 February 2018

2018-02-26T12:37:25Z

DSartori at 15:46, 25 February 2018

2018-02-25T15:46:52Z

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	- The Catchball process is very time-consuming.		- The Catchball process is very time-consuming.

			== Conclusion ==
			The concept's main purpose gives a project direction <ref name="o"> ''Hoshin Kanri: Implementing the Catchball Process,Charles Tennant and Paul Roberts,School of Engineering, University of Warwick.''</ref>, this is the same as Hoshin Kanri is doing in a macroscale context. It is described as a compass that helps employees to focus towards a common goal, ensuring alignment and giving reason. This is highly correlated to the ''purpose perspective'', since the purpose perspective serves as the guideline for a similar approach of focus, vision and alignment in a project process.

			What is clear so far is the capacity of this strategic tool to link the long-term strategies with the daily ones, delivering through the Catchball, a clear scope: improvement of the processes in order to have better organization results.
			A better performance can only be achieved when all the parts involved are committed to give their best, from the willingness of the top-managers to carry out a Catchball process, as well as from the workforce perspective to be committed to the daily tasks, supporting managers with feedbacks for the A3s as part of a continual improvement process.

	== Key References ==		== Key References ==
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	'''THE BASICS OF HOSHIN KANRI,Randy K. Kesterson''' The book uses a story format to simplify the explanation of the Hoshin Kanri, giving information about how this method can significantly improve the planning process in an organization. Next, the author reports the opinions of manufacturing executives that use this method to run their businesses.		'''THE BASICS OF HOSHIN KANRI,Randy K. Kesterson''' The book uses a story format to simplify the explanation of the Hoshin Kanri, giving information about how this method can significantly improve the planning process in an organization. Next, the author reports the opinions of manufacturing executives that use this method to run their businesses.

	~~== Conclusion ==~~
	The concept's main purpose gives a project direction <ref name="o"> ''Hoshin Kanri: Implementing the Catchball Process,Charles Tennant and Paul Roberts,School of Engineering, University of Warwick.''</ref>, this is the same as Hoshin Kanri is doing in a macroscale context. It is described as a compass that helps employees to focus towards a common goal, ensuring alignment and giving reason. This is highly correlated to the ''purpose perspective'', since the purpose perspective serves as the guideline for a similar approach of focus, vision and alignment in a project process.

	What is clear so far is the capacity of this strategic tool to link the long-term strategies with the daily ones, delivering through the Catchball, a clear scope: improvement of the processes in order to have better organization results.
	A better performance can only be achieved when all the parts involved are committed to give their best, from the willingness of the top-managers to carry out a Catchball process, as well as from the workforce perspective to be committed to the daily tasks, supporting managers with feedbacks for the A3s as part of a continual improvement process.

	== References ==		== References ==
	<references />		<references />

DSartori at 12:46, 25 February 2018

2018-02-25T12:46:48Z

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	Toyota was the first company utilizing the A3 to develop the X-matrix. The A3, which name stems from the paper format (approximately 11x17 inches), is a status report that helps managers to gather information into a visual form facilitating the comprehension when communicated with others and hence applying efficiently in the PDCA activities <ref name="c"> ''Hoshin Kanri for the Lean Enterprise: Developing Competitive Capabilities and Managing Profit,Thomas L. Jackson.''</ref> <ref name="i"> ''Hoshin Kanri for Improved Environmental Performance, Conrad Soltero, 2007 Wiley Periodicals, Inc.''</ref> .		Toyota was the first company utilizing the A3 to develop the X-matrix. The A3, which name stems from the paper format (approximately 11x17 inches), is a status report that helps managers to gather information into a visual form facilitating the comprehension when communicated with others and hence applying efficiently in the PDCA activities <ref name="c"> ''Hoshin Kanri for the Lean Enterprise: Developing Competitive Capabilities and Managing Profit,Thomas L. Jackson.''</ref> <ref name="i"> ''Hoshin Kanri for Improved Environmental Performance, Conrad Soltero, 2007 Wiley Periodicals, Inc.''</ref> .
	An A3 is developed around 8 key points:		An A3 is developed around 8 key points (see Figure 3):
	[[File:A3.png‎\|thumb\|left\|350px\| Figure 3: The 8 key points of an A3 <ref name="p"> ''Peter Jacobsen, 42371 Design of Lean Production and Service Systems, Denmark Technical University, 16 February 2018 .''</ref>.]]		[[File:A3.png‎\|thumb\|left\|350px\| Figure 3: The 8 key points of an A3 <ref name="p"> ''Peter Jacobsen, 42371 Design of Lean Production and Service Systems, Denmark Technical University, 16 February 2018 .''</ref>.]]

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	In the Hoshin Kanri six A3 points are described in order to handle the process.		In the Hoshin Kanri six A3 points are described in order to handle the process.

	== A3-i: Competitive ~~information report~~ ==		== A3-i: Competitive Information Report ==
	The result of Scanning process (needed to define the long-term goals) is represented by		The result of Scanning process (needed to define the long-term goals) is represented by
	the A3-i (intelligent report), which are "used to build consensus about changes in the conditions of demand and supply before building the A3-X" <ref name="c"> ''Hoshin Kanri for the Lean Enterprise: Developing Competitive Capabilities and Managing Profit,Thomas L. Jackson.''</ref>. The aim of the A3-i is to gather all the information that managers have and then later, share it.		the A3-i (intelligent report), which are "used to build consensus about changes in the conditions of demand and supply before building the A3-X" <ref name="c"> ''Hoshin Kanri for the Lean Enterprise: Developing Competitive Capabilities and Managing Profit,Thomas L. Jackson.''</ref>. The aim of the A3-i is to gather all the information that managers have and then later, share it.
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	''Implications for the business:'' In this area, the specific implications are shown due to the change of the demand and supply. Therefore, it is required to explain which changes in the market, which may make an impact on the demand of products and services in the long-term and short-term period.		''Implications for the business:'' In this area, the specific implications are shown due to the change of the demand and supply. Therefore, it is required to explain which changes in the market, which may make an impact on the demand of products and services in the long-term and short-term period.
	[[File:A3iex.png‎\|thumb\|left\|350px\| Figure 5: Example of an A3-i <ref name="c"> ''Hoshin Kanri for the Lean Enterprise: Developing Competitive Capabilities and Managing Profit,Thomas L. Jackson.''</ref>.]]		[[File:A3iex.png‎\|thumb\|left\|350px\| Figure 5: Example of an A3-i <ref name="c"> ''Hoshin Kanri for the Lean Enterprise: Developing Competitive Capabilities and Managing Profit,Thomas L. Jackson.''</ref>.]]
























	== A3-X: The X-Matrix ==		== A3-X: The X-Matrix ==
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	Finally, results are reported in the bottom side of the matrix.		Finally, results are reported in the bottom side of the matrix.
	The four main aspects of the X-matrix (strategies, tactics, process and results) are linked two per		The four main aspects of the X-matrix (strategies, tactics, process and results) are linked two per
	two using the symbols in the Legend box, hence analyzing the level of correlation/contribution		two using the symbols in the Legend box (see Figure 7), hence analyzing the level of correlation/contribution
	between the two.		between the two.
	[[File:exxmatrix.png‎\|thumb\|left\|350px\| Figure 7: Example of the X-Matrix used by Rona Consulting Group <ref name="s"> ''Rona Consulting Group, Hoshin Kanri Brochure 2014 .''</ref>.]]		[[File:exxmatrix.png‎\|thumb\|left\|350px\| Figure 7: Example of the X-Matrix used by Rona Consulting Group <ref name="s"> ''Rona Consulting Group, Hoshin Kanri Brochure 2014 .''</ref>.]]
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	== A3-T ==		== A3-T: The Team Charter ==
	The A3-Ts supports the planning process of the Hoshin Kanri, appearing as "tactics" in the X-matrix because they are the mid-term proposals about how to achieve the long-term strategies (A3-i) using the PDCA cycle.		The A3-Ts supports the planning process of the Hoshin Kanri, appearing as "tactics" in the X-matrix because they are the mid-term proposals about how to achieve the long-term strategies (A3-i) using the PDCA cycle.
	[[File:A3T.png‎\|thumb\|left\|350px\| Figure 8: Structure of an A3-T <ref name="c"> ''Hoshin Kanri for the Lean Enterprise: Developing Competitive Capabilities and Managing Profit,Thomas L. Jackson.''</ref>.]]		[[File:A3T.png‎\|thumb\|left\|350px\| Figure 8: Structure of an A3-T <ref name="c"> ''Hoshin Kanri for the Lean Enterprise: Developing Competitive Capabilities and Managing Profit,Thomas L. Jackson.''</ref>.]]

DSartori: /* A3-i: Competitive information report */

2018-02-25T12:30:22Z

A3-i: Competitive information report

@@ Line 117: / Line 117: @@
 == A3-i: Competitive information report ==
 The result of Scanning process (needed to define the long-term goals) is represented by
-the A3-i (intelligent report), which are used to build consensus about changes in the conditions of demand and supply before building the A3-X"  <ref name="c">  ''Hoshin Kanri for the Lean Enterprise: Developing Competitive Capabilities and Managing Profit,Thomas L. Jackson.''</ref>. The aim of the A3-i is to gather all the information that managers have and then later, share it.
+the A3-i (intelligent report), which are "used to build consensus about changes in the conditions of demand and supply before building the A3-X"  <ref name="c">  ''Hoshin Kanri for the Lean Enterprise: Developing Competitive Capabilities and Managing Profit,Thomas L. Jackson.''</ref>. The aim of the A3-i is to gather all the information that managers have and then later, share it.
@@ Line 155: / Line 155: @@
 ''Implications for the business:'' In this area, the specific implications are shown due to the change of the demand and supply. Therefore, it is required to explain which changes in the market, which may make an impact on the demand of products and services in the long-term and short-term period.
 [[File:A3iex.png‎|thumb|left|350px| Figure 5: Example of an A3-i <ref name="c">  ''Hoshin Kanri for the Lean Enterprise: Developing Competitive Capabilities and Managing Profit,Thomas L. Jackson.''</ref>.]]
 == A3-X: The X-Matrix ==

DSartori at 12:29, 25 February 2018

2018-02-25T12:29:52Z

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	== A3-i: Competitive information report ==		== A3-i: Competitive information report ==
	The result of Scanning process (needed to define the long-term goals) is represented by		The result of Scanning process (needed to define the long-term goals) is represented by
	the A3-i (intelligent report), which are used" to build consensus about changes in the conditions of demand and supply before building the A3-X" <ref name="c"> ''Hoshin Kanri for the Lean Enterprise: Developing Competitive Capabilities and Managing Profit,Thomas L. Jackson.''</ref>. The aim of the A3-i is to gather all the information that managers have and then later, share it.		the A3-i (intelligent report), which are used to build consensus about changes in the conditions of demand and supply before building the A3-X" <ref name="c"> ''Hoshin Kanri for the Lean Enterprise: Developing Competitive Capabilities and Managing Profit,Thomas L. Jackson.''</ref>. The aim of the A3-i is to gather all the information that managers have and then later, share it.

DSartori at 12:28, 25 February 2018

2018-02-25T12:28:17Z

← Older revision		Revision as of 12:28, 25 February 2018
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	The analysis of the internal environment is about understanding the available resources of the company in order to develop a competitive strategy. The Business Model Canvas, Blue Ocean strategy, SWOT analysis, Balanced Scorecard, Product/Market matrix and Importance/Performance matrix are assisting tools that can be utilized in order to analyze the internal environment.		The analysis of the internal environment is about understanding the available resources of the company in order to develop a competitive strategy. The Business Model Canvas, Blue Ocean strategy, SWOT analysis, Balanced Scorecard, Product/Market matrix and Importance/Performance matrix are assisting tools that can be utilized in order to analyze the internal environment.
	*'''Blue Ocean:''' developed by Kim and Mauborgne, is a potent method for questioning Value Propositions and business models and exploring new Customer Segments. It develops two Oceans: the Blue, which is about creating a new innovative business value without threats and the Red, which considers all the threats (competitors) <ref name="s"> ''Business Model Generation,Alexander Osterwalder and Yves Pigneur,Published by John Wiley & Sons, Inc., Hoboken, New Jersey.''</ref>.		*'''Blue Ocean:''' developed by Kim and Mauborgne, is a potent method for questioning Value Propositions and business models and exploring new Customer Segments. It develops two Oceans: the Blue, which is about creating a new innovative business value without threats and the Red, which considers all the threats (competitors) <ref name="s"> ''Business Model Generation,Alexander Osterwalder and Yves Pigneur,Published by John Wiley & Sons, Inc., Hoboken, New Jersey.''</ref>.
	*'''Business Model Canvas:''' The Business Model Canvas complements Blue Ocean by providing a visual "big picture", through nine building blocks, which helps us understand how changing one part of a business model impacts the other components.		*'''Business Model Canvas:''' The Business Model Canvas complements Blue Ocean by providing a visual "big picture", through nine building blocks, which helps us understand how changing one part of a business model impacts the other components <ref name="h"> ''Essentials of Contemporary Management Sixth Edition, Gareth R. Jones, Jennifer M. George, Rice University.''</ref>.
	*'''SWOT analysis:''' Is a powerful tool to identify possible external threats and opportunities and internal weaknesses and strengths of an organization.		*'''SWOT analysis:''' Is a powerful tool to identify possible external threats and opportunities and internal weaknesses and strengths of an organization <ref name="h"> ''Essentials of Contemporary Management Sixth Edition, Gareth R. Jones, Jennifer M. George, Rice University.''</ref>.
	*'''Balanced Scorecard:''' It is a strategic tool based on four core areas: Financial, Customer, Internal business processes and Learning and Growth.		*'''Balanced Scorecard:''' It is a strategic tool based on four core areas: Financial, Customer, Internal business processes and Learning and Growth <ref name="p"> ''Peter Jacobsen, 42371 Design of Lean Production and Service Systems, Denmark Technical University, 16 February 2018 .''</ref>.
	*'''Product/Market matrix:''' also referred to as Ansoff matrix, is a tool that provides information about the risk of growth/expansion in other markets.		*'''Product/Market matrix:''' also referred to as Ansoff matrix, is a tool that provides information about the risk of growth/expansion in other markets <ref name="r"> ''Roberto Panizzolo, Università degli studi di Padova, Gestione snella dei processi, 4 October 2017.''</ref>.
	*'''Importance/Performance matrix:''' also called the Slack matrix, is a tool that ranks a list of competitive factors (i.e. quality, costs...) and their performance in order to define the real importance of each factor to define a set of strategic operations <ref name="j"> ''The Importance-Performance Matrix as a Determinant of Improvement Priority,Nigel Slack,Warwick Business School, UK.''</ref>.		*'''Importance/Performance matrix:''' also called the Slack matrix, is a tool that ranks a list of competitive factors (i.e. quality, costs...) and their performance in order to define the real importance of each factor to define a set of strategic operations <ref name="j"> ''The Importance-Performance Matrix as a Determinant of Improvement Priority,Nigel Slack,Warwick Business School, UK.''</ref>.

DSartori at 12:23, 25 February 2018

2018-02-25T12:23:09Z

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	'''''Analysis of the internal environment:'''''		'''''Analysis of the internal environment:'''''
	The analysis of the internal environment is about understanding the available resources of the company in order to develop a competitive strategy. The Business Model Canvas, Blue Ocean strategy, SWOT analysis, Balanced Scorecard, Product/Market matrix and Importance/Performance matrix are assisting tools that can be utilized in order to analyze the internal environment.		The analysis of the internal environment is about understanding the available resources of the company in order to develop a competitive strategy. The Business Model Canvas, Blue Ocean strategy, SWOT analysis, Balanced Scorecard, Product/Market matrix and Importance/Performance matrix are assisting tools that can be utilized in order to analyze the internal environment.
	*'''Blue Ocean:''' developed by Kim and Mauborgne, is a potent method for questioning Value Propositions and business models and exploring new Customer Segments. It develops two Oceans: the Blue, which is about creating a new innovative business value without threats and the Red, which considers all the threats (competitors).		*'''Blue Ocean:''' developed by Kim and Mauborgne, is a potent method for questioning Value Propositions and business models and exploring new Customer Segments. It develops two Oceans: the Blue, which is about creating a new innovative business value without threats and the Red, which considers all the threats (competitors) <ref name="s"> ''Business Model Generation,Alexander Osterwalder and Yves Pigneur,Published by John Wiley & Sons, Inc., Hoboken, New Jersey.''</ref>.
	*'''Business Model Canvas:''' The Business Model Canvas complements Blue Ocean by providing a visual "big picture", through nine building blocks, which helps us understand how changing one part of a business model impacts the other components.		*'''Business Model Canvas:''' The Business Model Canvas complements Blue Ocean by providing a visual "big picture", through nine building blocks, which helps us understand how changing one part of a business model impacts the other components.
	*'''SWOT analysis:''' Is a powerful tool to identify possible external threats and opportunities and internal weaknesses and strengths of an organization.		*'''SWOT analysis:''' Is a powerful tool to identify possible external threats and opportunities and internal weaknesses and strengths of an organization.

DSartori at 12:19, 25 February 2018

2018-02-25T12:19:22Z

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	== Abstract ==		== Abstract ==
	The point of convergence for this article is to present and explain the "Hoshin Kanri" (or Policy Deployment) method, presented by Dr. Yoji Akao, a leading Japanese author, in ''Hoshin Kanri: Policy deployment for successful TQM'' (1991). Hoshin Kanri is defined as a "form of corporate-wide management that combines strategic management and operational management by linking the achievement of top management goals with daily management at an operation level <ref name="a"> ''Policy management of strategy (hoshin kanri) ,Barry J. Witcher, School of Management, University of East Anglia, UK''</ref>. This method is an essential support for TQM <ref name="b"> ''USING QFD TO DRIVE TQM IMPLEMENTATION,Dr. Robert A Hunt,Director Centre for Management Innovation and Technology Graduate School of Management, Macquarie University,Sydney, Australia 2109.''</ref> and is based on the PDCA cycle. Hence, at the strategic level, the method can be applied by scanning the context of the company in order to further understand how to position in the market. To do that, the external and the internal environments need to be studied utilizing the Porter's 5 forces analysis and the Porter's generic strategies (for the external environment). On the other hand, for the internal environment, which is about understanding the available resources of the company in order to develop a competitive strategy, a Business Model Canvas, SWOT analysis or a Balanced Scorecard is more applicable. Subsequently, during the planning step, the long and mid-short term goals are decided and through the X-Matrix, which is the way of implementing the Hoshin Kanri, the operational and organizational goals are aligned. After the implementation, the progress has to be continuously monitored, keeping track of all the activities and improving them. Furthermore, the article will give attention to the Catchball process, which is a necessary communication process aiming to obtain successful implementation of the Hoshin Kanri throughout all of the company levels.		The point of convergence for this article is to present and explain the "Hoshin Kanri" (or Policy Deployment) method, presented by Dr. Yoji Akao, a leading Japanese author, in ''Hoshin Kanri: Policy deployment for successful TQM'' (1991). Hoshin Kanri is defined as a "form of corporate-wide management that combines strategic management and operational management by linking the achievement of top management goals with daily management at an operation level <ref name="a"> ''Policy management of strategy (hoshin kanri) ,Barry J. Witcher, School of Management, University of East Anglia, UK''</ref>. This method is an essential support for TQM <ref name="b"> ''USING QFD TO DRIVE TQM IMPLEMENTATION,Dr. Robert A Hunt,Director Centre for Management Innovation and Technology Graduate School of Management, Macquarie University,Sydney, Australia 2109.''</ref> and is based on the PDCA cycle. Hence, at the strategic level, the method can be applied by scanning the context of the company in order to further understand how to position in the market. To do that, the external and the internal environments need to be studied utilizing the Porter's 5 forces analysis and the Porter's generic strategies (for the external environment). On the other hand, for the internal environment, which is about understanding the available resources of the company in order to develop a competitive strategy, a Business Model Canvas, a Product/Market matrix, a Importance/Performance matrix, a SWOT analysis or a Balanced Scorecard is more applicable. Subsequently, during the planning step, the long and mid-short term goals are decided and through the X-Matrix, which is the way of implementing the Hoshin Kanri, the operational and organizational goals are aligned. After the implementation, the progress has to be continuously monitored, keeping track of all the activities and improving them. Furthermore, the article will give attention to the Catchball process, which is a necessary communication process aiming to obtain successful implementation of the Hoshin Kanri throughout all of the company levels.

	== Different names of Hoshin Kanri ==		== Different names of Hoshin Kanri ==

DSartori at 12:17, 25 February 2018

2018-02-25T12:17:58Z

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	- ''The potential to entry in a new industry''.		- ''The potential to entry in a new industry''.

	*'''The Porter's generic strategies:''' to create a competitive advantage and reducing the threats of the five industry forces, managers have to choose between two ways of increasing the value of an organization's product <ref name="h"> ''Essentials of Contemporary Management Sixth Edition, Gareth R. Jones, Jennifer M. George, Rice University.''</ref>: ''differentiating the product'' to increase its value to customers or ''lowering the costs'' of making the product. Further, Porter discusses that managers have to give focus to the market as a whole (Broad Target) or in a specific segment (Narrow Target). Hence, managers are provided with four choices:		*'''The Porter's generic strategies:''' to create a competitive advantage and reducing the threats of the five industry forces, managers have to choose between two ways of increasing the value of an organization's product <ref name="h"> ''Essentials of Contemporary Management Sixth Edition, Gareth R. Jones, Jennifer M. George, Rice University.''</ref>: ''differentiating the product'' to increase its value to customers or ''lowering the costs'' of making the product. Further, Porter discusses that managers have to give focus to the market as a whole (Broad Target) or in a specific segment (Narrow Target). Hence, managers are provided with four choices (see the Figure 2):

	[[File:comp.png‎\|thumb\|left\|350px\| Figure 2: Porter's matrix of generic strategies <ref name="r"> ''Roberto Panizzolo, Università degli studi di Padova, Gestione snella dei processi, 4 October 2017.''</ref>.]]		[[File:comp.png‎\|thumb\|left\|350px\| Figure 2: Porter's matrix of generic strategies <ref name="r"> ''Roberto Panizzolo, Università degli studi di Padova, Gestione snella dei processi, 4 October 2017.''</ref>.]]

← Older revision		Revision as of 12:37, 26 February 2018
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	In the Hoshin Kanri six A3 points are described in order to handle the process.		In the Hoshin Kanri six A3 points are described in order to handle the process.

	== A3-i: Competitive Information Report ==		=== A3-i: Competitive Information Report ===
	The result of Scanning process (needed to define the long-term goals) is represented by		The result of Scanning process (needed to define the long-term goals) is represented by
	the A3-i (intelligent report), which are "used to build consensus about changes in the conditions of demand and supply before building the A3-X" <ref name="c"> ''Hoshin Kanri for the Lean Enterprise: Developing Competitive Capabilities and Managing Profit,Thomas L. Jackson.''</ref>. The aim of the A3-i is to gather all the information that managers have and then later, share it.		the A3-i (intelligent report), which are "used to build consensus about changes in the conditions of demand and supply before building the A3-X" <ref name="c"> ''Hoshin Kanri for the Lean Enterprise: Developing Competitive Capabilities and Managing Profit,Thomas L. Jackson.''</ref>. The aim of the A3-i is to gather all the information that managers have and then later, share it.
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	== A3-X: The X-Matrix ==		=== A3-X: The X-Matrix ===
	The A3-X represent the X-Matrix, described as the implementation part of the Hoshin Kanri.		The A3-X represent the X-Matrix, described as the implementation part of the Hoshin Kanri.
	The X-Matrix supports the planning process of the Hoshin Kanri model in which the mid-term		The X-Matrix supports the planning process of the Hoshin Kanri model in which the mid-term
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	== A3-T: The Team Charter ==		=== A3-T: The Team Charter ===
	The A3-Ts supports the planning process of the Hoshin Kanri, appearing as "tactics" in the X-matrix because they are the mid-term proposals about how to achieve the long-term strategies (A3-i) using the PDCA cycle.		The A3-Ts supports the planning process of the Hoshin Kanri, appearing as "tactics" in the X-matrix because they are the mid-term proposals about how to achieve the long-term strategies (A3-i) using the PDCA cycle.
	[[File:A3T.png‎\|thumb\|left\|350px\| Figure 8: Structure of an A3-T <ref name="c"> ''Hoshin Kanri for the Lean Enterprise: Developing Competitive Capabilities and Managing Profit,Thomas L. Jackson.''</ref>.]]		[[File:A3T.png‎\|thumb\|left\|350px\| Figure 8: Structure of an A3-T <ref name="c"> ''Hoshin Kanri for the Lean Enterprise: Developing Competitive Capabilities and Managing Profit,Thomas L. Jackson.''</ref>.]]
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	== A3-SR: The Status Report ==		=== A3-SR: The Status Report ===
	Being the A3-SR or Status report A3 part of the checking process of the Hoshin Kanri, its aim is to report monthly to managers regarding the progress made on an individual project, set in an A3-T or an A3-P, listing all the difficulties encountered and how to solve them.		Being the A3-SR or Status report A3 part of the checking process of the Hoshin Kanri, its aim is to report monthly to managers regarding the progress made on an individual project, set in an A3-T or an A3-P, listing all the difficulties encountered and how to solve them.
	[[File:A3SR.png‎\|thumb\|left\|350px\| Figure 9: Structure of an A3-SR <ref name="r"> ''Roberto Panizzolo, Università degli studi di Padova, Gestione snella dei processi, 4 October 2017.''</ref>.]]		[[File:A3SR.png‎\|thumb\|left\|350px\| Figure 9: Structure of an A3-SR <ref name="r"> ''Roberto Panizzolo, Università degli studi di Padova, Gestione snella dei processi, 4 October 2017.''</ref>.]]
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	== A3-SSR: The Summary Status Report ==		=== A3-SSR: The Summary Status Report ===
	The A3-SSR is a summary report for managers done less frequently than the A3-SR report,		The A3-SSR is a summary report for managers done less frequently than the A3-SR report,
	in which are given information regarding the status of multiple hoshin projects defined as tactics in the A3-X. The summary status report is part of the checking process of the Hoshin Kanri.		in which are given information regarding the status of multiple hoshin projects defined as tactics in the A3-X. The summary status report is part of the checking process of the Hoshin Kanri.
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	== A3-P: The Problem Report ==		=== A3-P: The Problem Report ===
	The A3-P or problem report highlights a problem not predicted in the annual hoshin that the team-work is not able to solve. This belongs to the checking process of the Hoshin Kanri.		The A3-P or problem report highlights a problem not predicted in the annual hoshin that the team-work is not able to solve. This belongs to the checking process of the Hoshin Kanri.
	[[File:A3P.png‎\|thumb\|left\|350px\| Figure 11: Structure of an A3-P <ref name="r"> ''Roberto Panizzolo, Università degli studi di Padova, Gestione snella dei processi, 4 October 2017.''</ref>.]]		[[File:A3P.png‎\|thumb\|left\|350px\| Figure 11: Structure of an A3-P <ref name="r"> ''Roberto Panizzolo, Università degli studi di Padova, Gestione snella dei processi, 4 October 2017.''</ref>.]]