Abstract
Some authors believed that Lean has to be strategically implemented just in a bottom-up way, involving production processes and trying to reduce waste in the so-called Gemba or shop-floor. However, since the 1990s many companies have implemented the Balanced Scorecard, integrating economic and financial strategies with strategies linked to operations management in general, to widen the satisfaction of their different stakeholders. In this way it can be affirmed that BSC is a well-consolidated system for deploying Lean strategies. However, BSC is not the only system that can be related to Lean deployment. Since the 1960s, a similar system has been put forward in Japan. The system is named Hoshin Kanri and it has been implemented by companies all around the world. This research wants to contribute to the debate concerning how to implement Lean Production from a strategic point of view. In this sense two different systems, Hoshin Kanri and Balanced Scorecard will be compared. The research is based on three manufacturing case studies investigating in particular how to combine the top-down and bottom-up approaches and the techniques used for the deployment and implementation. Interesting findings show a difference in terms of workers involvement and day-by-day performance measurement.
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Chiarini, A., Vagnoni, E. (2016). Strategic Planning for Lean Production, Comparing Hoshin Kanri with Balanced Scorecard. In: Chiarini, A., Found, P., Rich, N. (eds) Understanding the Lean Enterprise. Measuring Operations Performance. Springer, Cham. https://doi.org/10.1007/978-3-319-19995-5_10
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DOI: https://doi.org/10.1007/978-3-319-19995-5_10
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