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The Management Compass (AMA Management Briefing), by Michele L. Bechtell
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- Sales Rank: #1635182 in Books
- Published on: 1995-07-06
- Original language: English
- Number of items: 1
- Dimensions: 8.50" h x 6.25" w x .50" l,
- Binding: Paperback
- 157 pages
Most helpful customer reviews
3 of 3 people found the following review helpful.
It's very good, but ...
By Mike
While I'll never claim to be an expert in lean, I will say that I am passionate about it and read on the topic as much as I can afford to. I practice the concepts at work, and at home (wife permitting).
Hoshin is a complex topic, with tentacles into many things. This author seems to have taken a relatively narrow view of hoshin as primarily an "execution tool." While I agree that it is great at execution (and perhaps a great way to introduce hoshin to an organization), it can serve to help set direction as well as develop team members to perform at higher levels. I was disappointed to see these points omitted.
Pro:
+Brief and generally well written, with only a few minor errors that I could spot
+Excellent X-Matrix variant, better in my opinion than any other I have seen (e.g. easier to see strong linkages of strategy to tactics, some metrics use from/to/by language, etc.)... see con section for more here
+Many, many great points and insights that I will use often
+Perhaps a simpler, narrower application of hoshin that may serve as a good introduction to the concept for an organization (see cons for more)
+Usually can be found at a good price despite being out of print
+Interesting appendix items for problem-solving... unique
Con:
-Designed as a means to execute mainly, skipping innovation and teaching opportunity aspects of PDCA (see introductory comments)
-Weak graphics/illustrations/figures relative to others
-No index of terms in the back for quick reference
-Some repetition, more than I would expect
-Book is prone to getting beat up, very soft cover and pages (think romance novel paper if that helps)
-Not as well-designed as other more modern texts in breaking down hoshin into a process that can be readily tried... back in 1995 this would have been cutting edge and actually a "pro" but in 2009 the literary competition has passed her
-Not enough detail on A3 thinking
-Under leveraged X-Matrix content! Some simple yet surprisingly innovative elements were shown but never discussed, a missed opportunity! (see pro section for more)
-I wish the book had the title on the spine... when on the shelf it just disappears, an unexpected bummer
Bottom line: I think this was probably the definitive book for 1995 and a source of inspiration from which other authors must have built from. I do recommend this book as a complementary offering to other books on this subject, however note that I feel that newer, more complete books on the topic are now available (e.g. Hoshin Kanri for the Lean Enterprise). A good book to own for the lean zealot, so don't let cons drag the book down too much - it's handy.
4 of 4 people found the following review helpful.
A concise, practical introduction to Hoshin Planning
By Michel Baudin
If you don't need to know about Hoshin Planning, don't read this book; if you do, you will find it mercifully short. I was able to read it cover-to-cover in one transcontinental flight. Born as a component of TQM, Hoshin Planning has taken on a life of its own and is in use in companies that do not have a TQM program in place or where that program has been abandoned. Wiremold, for example, used it in support of its lean manufacturing implementation in the 1990's, and HP has been using it as part of its normal business planning process.
Hoshin Planning is about strategy deployment and Bechtell's point is that it improves upon the earlier Management By Objectives (MBO) by not only setting quantitative goals but also providing the "catchball process" of discussions up and down the hierarchy and between peer groups on the means by which these goals can be achieved. The result is a more realistic plan, to which organization members are committed. Bechtell also describes how the catchball process is facilitated by the traditional statistical "7 tools of QC" and what has been called in Japan "the new 7 tools of QC" for planning and management, ranging from affinity maps to radar charts. While some of these tools lose their relevance outside of TQM, others don't.
The price the reader pays for the conciseness of this book is that it is short on concrete examples. It also fails to spell out the assumptions that must be true for the method to work. For the work force to participate in Hoshin Planning, it must have from the outset the skills needed to execute the strategy. Otherwise, its members are in no position to make useful inputs to the catchball process. Lean manufacturing implementation, for example, involves the acquisition of new engineering and managerial skills by the work force. At the outset, by definition, it does not possess these skills. Lean manufacturing implementation therefore requires a bootstrapping process in which initial projects inoculate the work force with skills that can then be applied in the planning of further waves of projects. Bechtell does not address this issue, but, to my knowledge, neither do other writers on Hoshin Planning.
4 of 4 people found the following review helpful.
You've got to read it.
By Gary Mullennix
Dry? Yes, but short and to the point. Author describes a process (series Of) which when followed allows the entire company to respond to the big initiaties needed to change the direction of the company. Relies on teams from the smallest operating groups who will invent the systems they will use. Wonderful process and well worthy of the effort.
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