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Then, each executive gets the input of the director and middle-management level. In the catchball process, top executives gain buy-in from the top management level on the company’s annual goals. The passage of input both up and down the hierarchical and management chain creates a feedback loop known as catchball, which is explained below. This two-way flow of information is critical. Employees get input, which needs to be incorporated into the goals, and as a result, employees feel ownership. The idea is that every employee, at every level, must be working to align with the top-most goals set each year by the company. In addition, employees involved in Hoshin Kanri feel much more invested in a company’s goals’ success. The creation and execution of individual deliverables at this level should be aligned with the company goals as well. The Worker Level: This is the operational level where everyone in an organization is contributing in some way.The goals of the company need to be aligned closely at this level to ensure that every project upholds and drives forward each company goal. The Mid-Level and the Tactical Levels: At the director or middle manager level, a company’s projects and initiatives are created and executed.Typically, these goals are created or articulated at the highest executive levels. The Strategic Level: This includes the vision, mission, and annual goals of the company.Instead, Hoshin Kanri prioritizes up-front conversations and goal-honing from the top to the middle to the bottom, and then back up.įor Hoshin Kanri to be effective, you need to align the following three organizational levels throughout the company: The idea is that company goals can’t be achieved if they are created at the top levels of an organization and simply pushed down onto lower departments. Hoshin Kanri is a lean method of organizational operations that mandates buy-in from everyone in an organization for company goals. WorkApps Package your entire business program or project into a WorkApp in minutes.

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