Introduction

What is strategy deployment—and why should you care? Within Toyota

it’s known as hoshin kanri,1 the planning and execution system that has
guided the development of the world’s most powerful production system.
At Toyota Motor Manufacturing Canada plant in Cambridge, Ontario,
strategy deployment steered us through the chaos and stress of continual
expansion. In 10 years we grew from a cornfield to a 3,000-person
company making 230,000 cars per year.

Remarkably, in Cambridge our safety, quality, cost, and throughput results

kept improving, and we were showered with awards. The system kept us
humble. “How can they give us an award?” we’d wonder. “We have so
many problems.” It was quite a journey. Only now, years later, am I able
to grasp what really happened, how we avoided catastrophe, and got so
strong. It was my blind luck to work with a master trainer. (If you see
this, Shin-san, I am in your debt.)

The past six years, I have been the sensei,2 teaching the system outside
Toyota, to both automotive and nonautomotive manufacturers, and to
the process, service, and construction industries. Each implementation
has deepened my understanding. What have I learned? Each company
and sector is different, and most companies are not Toyota. We must
tailor the planning and execution system to fit the business as it is,
warts and all.

But why should you care? Well, strategy deployment will focus and
align your activities, and allow you to respond quickly to threats and
opportunities. Moreover, it’s a human system. People respond because
it acknowledges their individuality. With strategy deployment, we don’t
tell—we ask questions. We don’t command—we engage. Our people are
not human resources—they’re human resources. Most important, we try
not to bore with meaningless data—we try to tell interesting stories.

1. Also known as hoshin management, policy management, and policy deployment.

2. Sensei means teacher, mentor, or one who has gone before.

x Getting the Right Things Done

Strategy deployment is the antithesis to “command and control,” still
our predominant mental model and the reason the cartoon Dilbert is so
popular. Command and control can suck the zest and meaning out of work.
Insidious, it lives in the minds of supervisors, managers, and executives.
Once we’re promoted, we think our job is telling people what to do.
“Very strange,” my sensei once said. “In North America you manage
business the way the Soviets managed their economy.”

If you’re a manufacturer facing low-cost global producers or other company-

killing threats, strategy deployment can save the jobs that sustain your
community. These days, manufacturers have little room for error. The
ship is in the deep water and the storm shows no sign of abating.

But maybe you’re not a manufacturer. Maybe you’re a service provider, a

software developer, a bank, a hospital, an insurance company. The storms
are no less threatening. You might be facing your own challenges. Jobs
that seemed secure just a few years ago are melting away—customer
service, software development, engineering, research and development,
and accounting jobs.

Strategy deployment is especially important for lean practitioners because

it ensures that “lean” is aimed at the heart of the enterprise. Lean thinking
begins by defining value—what’s important to the customer. If lean serves
the core needs of the customer—safety, quality, delivery, and cost—and
is introduced at the highest levels of the organization, it’s forever. By
contrast, if lean is peripheral or introduced at lower organizational levels,
it’ll have a limited half-life—a major loss, given the exceptional track
record of lean thinking.

Strategy deployment can also keep lean practitioners focused on the prize
—creating value for the customer. Sometimes we forget that the elegant
lean tools—value-stream mapping, standardized work, pull systems, and
so on—are means to this end, and not ends in themselves.

Introduction xi
 Our improvement paradigm remains:

Stabilize,

Flow,

Pull, and

Improve the system (seek perfection).

Our engine is strategy deployment, through which we align, focus, and

engage our team members. But unlike conventional planning systems,
our emphasis is deployment—not selection—and deployment is difficult.

This book is intended for leaders at all levels and across all industries—
from CEOs to frontline team leaders—and will help answer the following
questions about deployment:

What are the nuts and bolts of strategy deployment?

What does an implementation look and feel like?

What are the underlying mental models and how are they different?

What kind of management is required?

I’ve tried to describe how strategy deployment might be implemented

in a manufacturing plant. It could just as easily have been a hospital,
laboratory, or an insurance company. Experience has taught me that
there is no one best way. It all depends on the need. Think of it as
customized standardized work.

Japanese is a metaphorical language. Hoshin kanri has several meanings,

including “shiny metal” and “compass.” My favorite is “ship in a storm
going in the right direction.” We’re all in the deep water now, and the
storm is raging. The waters may get even rougher. But there is a better
way to navigate. Having a sensei certainly helps, but you may not have
one. This guide and its protagonist, John Karras, can fill that role.

xii Getting the Right Things Done


A P
C D

The young investment banker sat down opposite Bill Harman.

“Do you want to see the factory?” Harman asked.
“Not particularly.”
“How will you know what the company’s worth?”
“It’s all just paper, Mr. Harman.”
Harman looked through the reinforced glass wall of his
office to the factory floor below. They were starting back up
after the lunch break.
“So you’re offering me $250 million.”
“That’s right, Mr. Harman.”
“What’s going to happen to my company?”
“We’ll keep the distribution network, and do the manufac-
turing overseas. We might keep some design work in North
America.”
“Labor arbitrage,” said Harman.
“That’s right,” said the banker.
“But labor is a small part of the total cost. What about the
time on the water? What about the benefit of having a local
supplier who knows your business and who’ll work with
you?”
“Mr. Harman, if that’s true,” said the banker, “then why
aren’t you making any money?”

Getting Started : 1
Chapter 1
Getting Started
It was early Monday morning. John Karras, president and chief operating
officer of Atlas Industries, was watching a changeover at the new Shultz
stacking machine when his cell phone began buzzing. It was Bill Harman,
Atlas’ owner and CEO. Bill was semiretired; his main interests were
philanthropy, racehorses, and his seven grandchildren. Karras ran the
business; Harman checked in weekly. But Harman was always looking
for opportunities. He had the business in his blood. “Karras! Guess who
I played golf with this weekend?”

“Tiger Woods?”

“Nah, Jack Henderson. And guess what? They want us back—preferred

supplier, air quality systems! What do you think of that?”

Henderson Controls was one of the country’s biggest manufacturers of

heating, ventilation, and air conditioning (HVAC) systems. They supplied
the residential, commercial, and industrial sectors. When Henderson
Controls dropped Atlas five years ago—for a low-cost overseas producer—
it had triggered the crisis that eventually brought Karras to the company.

“That’s great, Bill,” said Karras. “Does Jack understand we’re not in the
commodity business anymore?”

“Yes, he does,” said Harman. “He says he’s impressed with what we’ve
achieved. He wants to collaborate on UV air treatment systems and
whole-house humidifiers. That means a long-term partnership and
decent margins.”

“Hallelujah!” Karras exclaimed.

3
 “Absolutely,” Harman added. “Indoor air quality has been a big problem
for them—the mold-spore issue, kids’ allergies, and so on. It’s cost them a
bundle—rework, lost business, and a few lawsuits, too. Low-cost suppliers
can make basic coils and condensers, but can they work with you to
provide healthier air? Can they help improve the entire system? Doesn’t
sound like it.”

“Labor cost isn’t everything,” said Karras. “Henderson is learning that.

This is a great opportunity, Bill. Speed—Cost—Innovation!”

“You were prescient, John, a regular Greek oracle.”

Harman was proud of all that Atlas had achieved over the past five years.
They enjoyed double-digit growth in revenue and EBIT1. They were no
longer a supplier of commodities like evaporator coils and condensers.
Now they worked with customers to improve the entire HVAC system,
giving people the gift of healthy and comfortable air.

Losing the Henderson account years ago had triggered a personal crisis
for Harman. He’d almost sold the company. “Who am I? What do I
believe in?” he had asked himself. In Karras he recognized a kindred spirit,
someone who had asked those same questions, and an exceptionally
capable leader. Harman still remembered how he offered Karras the job
of president and COO. Had it really been five years?

“A Chicago holding company has offered to buy Atlas Industries,”

Harman said. “$250 million. My children want me to sell. But my grand-
father started this company, and it’s been my whole life. I’m already rich.
What am I going to do—play golf all day? And if I sell, what’ll happen
to our people? I’ll tell you. Half of them will lose their jobs because the
holding company is going to move production offshore.

1. Earnings before interest and taxes.

4 Getting the Right Things Done

“Maybe someday I will sell,” Harman continued. “But it’ll be to a local
owner or maybe to an ESOP2—someone who will keep the jobs in the
community. One last thing: I don’t want this place to lose money. I want
this place to make money—for me, for my grandkids, for everyone
involved. I’m tired of playing defense. Let’s turn this around.”

Harman looked at Karras closely. “Are you in?”

“Why not,” answered Karras.

And that’s where our story begins.

Welcome to Atlas Industries—Five Years Ago

Atlas Industries manufactured evaporator coils, condensers, and heat
exchangers for the residential and light industrial HVAC3 markets. The
company sold custom coils directly to OEM4 HVAC manufacturers, and
standard coils to wholesalers, which in turn sold to dealers and installers.
There was a single, 500,000-square-foot manufacturing plant collocated
with head office, several warehouses, and distribution centers. Annual
revenue was about $250 million; EBIT was less than 2%. Atlas employed
about 800 team members; about 650 were hourly, the rest were salaried.
Atlas was the biggest employer in the county and had a long history of
community service.

Atlas was caught between a proverbial rock and a hard place—price

competition from global producers and cost spikes in aluminum, copper,
steel, and other raw materials. Atlas’ core products were becoming
commodities. Overseas competitors were proving adept at manufacturing
the six or eight core designs that comprised the bulk of the residential
business. OEMs demanded annual cost-downs and used aggressive tactics
like internet auctions to intensify the pressure on suppliers. Wholesalers
were less price-conscious and open to custom design, but demanded
quality and quick response.

2. Employee stock ownership plan.

3. Heating, ventilation, and air conditioning.
4. Original equipment manufacturer.

Getting Started : 1 5
 The HVAC market was hungry for innovation. Mold spores and other
bioallergens were degrading indoor air quality and, in some cases, property
values and human health. Efficiency was another important market driver.
Innovative coil geometries could both improve heat-transfer efficiency
and reduce the condensation that encouraged mold growth. But Atlas
Industries had difficulty launching interesting and profitable new products;
the sales force had little to get excited about.

In the Atlas factory, there were nagging machine availability issues.

Stacking, brazing, and endforming machines; braze ovens; and leak
testers broke down frequently. Changing over from one product to
another could take hours. The manufacturing team ran large batches,
just in case. Scrap was another sore spot. Wrong and missing parts and
labels, system damage, leaks, and other defects kept recurring. They also
kept running out of parts, though there were parts all over the place.
Morale, once a strong point, was deteriorating; absenteeism and
employee turnover were increasing.

The tools of lean production—aka the Toyota Production System—had

been implemented in the factory with some success. Current- and future-
state value-stream maps5 had been developed for the residential evaporator-
coil value stream—and everyone agreed that mapping was a useful exercise.
Visual management and a 5S system6 had been implemented, which had
improved safety and housekeeping.

Kaizen events—also known as rapid improvement events—were held

every few months. Some previously isolated processes were now
grouped in U-shaped cells with some semblance of continuous flow.7

5. A diagram or map for identifying every step involved in the material and information flows needed
to bring a product from order to delivery. For a detailed description of value-stream mapping, see:
Mike Rother and John Shook, Learning to See (Cambridge, MA, Lean Enterprise Institute, 1999).
6. 5S is a system of workplace organization and standardization. The five components
of 5S are sort, set in order, shine, standardize, and sustain.
7. Producing or moving one item at a time (or a small batch of items) through a series
of processing steps as continuously as possible. See: Mike Rother and Rick Harris, Creating
Continuous Flow (Cambridge, MA, Lean Enterprise Institute, 2001).

6 Getting the Right Things Done

Standardized work had been developed in the final assembly department,
and team members were trained. Rudimentary pull systems8 between the
factory supermarket and production cells also had been piloted with
modest success. People had begun to experience the power of flow, pull,
and standardization.

But the lean tools had been hard to sustain: Instability crept in. Machines
broke down. There were part shortages. Team members did workarounds.
Inventory mushroomed. Atlas was meeting customer delivery targets—but
only by running continuous Saturday overtime and expediting shipments.
“We’re getting things done,” thought Harman. “But are we getting the
right things done?”

In summary, lean tools and serial kaizen events had resulted in spot
improvements but no sustained breakthrough. The most important
value streams hadn’t really changed. Something was missing: a way of
focusing and aligning the efforts of good people, and a delivery system,
something that would direct the tools to the right places.

Atlas had a new president and COO in Karras, formerly general manager
of a Toyota supplier. Function heads, called “directors” at Atlas, were
accustomed to Harman’s hands-off approach. For a month or so, it was
business as usual. Karras sat in on management meetings in each functional
area, and spent a lot of time on the shop floor. Then he called a management
team meeting, saying, “Please show me this year’s strategies and your
current condition.”

Almost all the directors were smart, hard-working, and ambitious. But
they were neither aligned nor focused; they were good people working
in silos. The Atlas strategic planning process was, in effect, a budget
development process. Directors understood this and jockeyed for funds
whether or not they needed them. Atlas Industries’ annual strategy was,

8. A method of production control in which downstream activities signal their needs to upstream
activities. For detailed descriptions of pull systems, see: Art Smalley, Creating Level Pull
(Cambridge, MA, Lean Enterprise Institute, 2004), and Rick Harris et al, Making Materials Flow
(Cambridge, MA, Lean Enterprise Institute, 2003).

Getting Started : 1 7
 in effect, whatever they spent money on. The management team was
acutely aware of the company’s problems. Nobody, except for Harman
and Karras, knew about the holding company’s offer to buy.

Atlas Industries

Owner and Chief

Executive Officer
Bill Harman

Chief Operating Officer

John Karras

Functions

Director Director Director Director Director Director Director

New Product HR and Quality Manufacturing Production Sales and Finance
Development Administration Assurance Dave Taylor Control and Marketing Ed Wolf
Deb Kramer Phil Lucas Bob Jonas Logistics Jim Torrey
Carrie Webb

Departments

Manager Manager Manager Manager

Aluminum-fin Tube-and- Tube-and-fin Final assembly
fabrication headers brazing and and packaging
Vic Falcone fabrication assembly Sophie Suarez
Jose Cano Bob Green

So there they all sat in the boardroom: oak paneling, fruit, pastries,
and coffee. Karras sat up front with Harman and watched as Deb
Kramer, director of New Product Development (NPD) got up and
made her presentation: PowerPoint® slides and plenty of them. She
went on about their new process and how it would improve lead time
and manufacturability.

8 Getting the Right Things Done

Then Phil Lucas, director of HR and Administration, got up and fired
up his PowerPoint® presentation. More chart junk and PowerPoint®
fluff. He talked about new OSHA regulations and the new international
health and safety system standard. Bob Jonas, director of Quality
Assurance (QA), got up next and showed a bunch of slides about inter-
national quality system standards and QA’s auditing strategy.

And that’s when Karras got up, walked over to the projector, and turned
it off. “Let’s just talk about our business,” he said.

PowerPoint® Fluff

1. 2. 3.

Getting Started : 1 9
 Silence—What’s this guy up to? The directors looked
over at Harman—nothing. Karras spoke plainly. “Low-
cost global producers are eating our lunch—and the
bag it came in. We’ve just lost Henderson Controls, our
Less Is More biggest account. We’ve become a commodity supplier,
which means more losses are in the pipeline. And yet,
This simple aphorism,
we have no focus, and we are not aligned.”
attributed to Robert
Browning, applies in The directors looked at one another. This guy didn’t
manufacturing, sports, waste any time.
and the arts. The fewer
moving parts, the better “We’re also plagued by unstable processes. We make a lot
the engine—or golf of junk; our machines keep breaking down. We meet
swing. Clear, simple our delivery schedules only by running continuous
sentences are the overtime and expediting shipments. Our factory and
best ones. supply chain are swimming in inventory—yet we keep
running out of parts. Process instability may be an
Complexity reflects a
even bigger problem outside of manufacturing. Why
primitive state; simplicity
does it take so long to get a new product to market?
marks the end of a
How capable is our training and development process?
process of refining.
Why the turnover, especially in critical positions?
Winston Churchill
“None of the dots are connected,” Karras continued.
said that to deliver a
“NPD, HR, and QA are inextricably linked, yet there’s
two-hour speech he
needed 10 minutes of no mention of shared goals and activities. I don’t mean to
preparation, but to pick on anyone. I’m sure the problems span all functions.
speak for 10 minutes Another thing: No more PowerPoint® fluff. Your
he needed two hours strategies should be clear, simple stories on one page.
of preparation. If you can’t tell your story on one page, you probably
don’t understand it. Less is more.”

Karras continued: “We’re going to learn and apply a

powerful planning and execution system. It’s called
‘hoshin kanri.’ I know that’s a mysterious term, so I

10
just call it ‘strategy deployment.’ It saved my last company. We’re going
to focus and align our activities around our business need. We’re going
to extend lean thinking across the enterprise.”

The body language around the room was mixed. Some directors seemed
relaxed. Maybe this guy would turn out all right. Others sat poker-faced,
with their arms crossed.

Harman had the final word. “As you may have gathered, Mr. Karras is
a straight shooter. We’ve been kidding ourselves for too long. I’m sick
of it, and I’m sick of losing. Let’s get going.”

In the ensuing months, Karras taught the management team the

components of strategy deployment:

 Agreement on the organization’s strategic and philosophical

“True North.”

 Plan-Do-Check-Adjust—the scientific method.

 The management process comprising the micro, annual, and

macro Plan-Do-Check-Adjust cycles.

 Catchball—the process of gaining alignment by having frank

conversations about what’s important with your colleagues and
team members.

 Deployment leader concept—the metaphor that dissolves silos and

opens the door to cross-functionality.

 A3 thinking—the storytelling approach to planning and execution.

Karras had fun with language: “The veracity of an answer is inversely

proportional to its length!” Candor and good humor were the essence of
his style, together with an underlying consideration for people. He
began to earn their trust.

Getting Started : 1 11
 Atlas Industries Manufacturing Processes
and Structure
Atlas Industries manufacturing processes comprise:9

Focus of This Book  Aluminum-fin fabrication: Thin aluminum strips

(fins) are cut, punched, and roll-formed. Fins
This book illustrates maximize the surface area available for heating
how one might imple- and cooling. Fin-fabrication machines, like stackers,
ment strategy deploy- are large, prone to breakdowns, and entail long
ment in an enterprise changeovers. Common quality problems include
with one facility. In later leaks and damage to fins.
chapters, the focus and
zoom will be on  Tube-and-header fabrication: Headers made of
Manufacturing, the aluminum, copper, and occasionally steel are cut,
biggest department. formed, and brazed. Headers direct refrigerant in
You can also zoom out and out of coils and condensers through tubes
to encompass an enter- and hoses. Tubing, usually copper or aluminum,
prise with multiple is cut, bent, and brazed. Brazing can be manual
facilities or the value or automatic (e.g., rotary tables or oven brazing
stream of customers of headers).
and suppliers external
to your enterprise.  Tube-and-fin brazing and assembly: Components are
Regardless of scope, assembled into a finished coil using some type of
structure your imple- structural frame (called an “A” frame in residential
mentation around the applications, due to its shape). Atlas uses both braz-
Plan-Do-Check-Adjust ing and welding for this purpose. Leak testing, a
cycle. critical quality control step, is often a bottleneck.
Both air/water and “sniffer” leak testers are tempera-
mental and prone to breakdown.

 Final assembly and packaging: Finished coils are fitted

with fasteners, drain plugs, and other hardware.
Final assembly also entails labeling and packaging,

9. If you’re not a manufacturer, don’t be concerned with understanding the

processes; focus on the strategy deployment principles, which apply
across businesses and industries.

12
 both critical to quality. The wrong label can mean a suction hose on
the left side—when you need it on the right side. Packaging protects
aluminum fins from damage and prevents this common quality
problem. Other quality problems in final assembly include leaks and
wrong or missing parts and labels.

Atlas
1c. Industries—Manufacturing
Atlas Industries — Manufacturing

Owner and Chief

Executive Officer
Bill Harman

Chief Operating Officer

John Karras

Functions

Director Director Director Director Director Director Director

New Product HR and Quality Manufacturing Production Sales and Finance
Development Administration Assurance Dave Taylor Control and Marketing Ed Wolf
Deb Kramer Phil Lucas Bob Jonas Logistics Jim Torrey
Carrie Webb

Departments

Manager Manager Manager Manager

Aluminum-fin Tube-and- Tube-and-fin Final assembly
fabrication headers brazing and and packaging
Vic Falcone fabrication assembly Sophie Suarez
Jose Cano Bob Green

Getting Started : 1 13
 The Big Questions

Describe your company’s planning and execution system.

What are its strong points?

What are its weak points?

How would you improve the system?

Describe your company’s improvement activities

(lean or otherwise) over the past five years.

What worked, and why did it work?

What didn’t work, and why not?

What would you do differently?

14 Getting the Right Things Done