Step 7: Draw the relationship lines or symbols

 

Step 7: Draw the relationship lines or symbols

Now the matrix becomes useful.

You connect the elements to show alignment:

  • Which annual objectives support which breakthrough objectives
  • Which initiatives support which annual objectives
  • Which metrics evaluate which initiatives/objectives

Most teams use symbols such as:

  • strong relationship = filled circle
  • medium relationship = open circle
  • weak relationship = triangle

Use whatever notation your team understands, but be consistent.

This step is where hard conversations happen.

Example:
If an initiative does not clearly support an annual objective, ask:
Why is it here?

If an annual objective does not support a breakthrough objective, ask:
Should it really be a Hoshin priority?

Comments

Post a Comment

Popular posts from this blog

The Danger of the Desktop: Why You Must Lead from the Gemba

Image
  The Danger of the Desktop: Why You Must Lead from the Gemba There is a massive difference between what thinks is happening on a spreadsheet and what is actually happening on the shop floor. Far too often, modern management is treated as a remote exercise. Leaders sit in pristine conference rooms, analyzing lagging KPIs, reviewing color-coded slide decks, and making sweeping operational decisions. But from a Lean perspective, managing by metrics alone is a dangerous form of blindness. To truly understand your operational health, you must go to the Gemba . What is the Gemba? Gemba is a Japanese term meaning "the real place"—the place where the actual work is done and where value is created. In a factory, it’s the assembly line. In a hospital, it’s the bedside. In a software firm, it’s where the developers write code. The philosophy of the Gemba Walk is simple: Managers and executives must leave their desks, go to the actual workspace, and observe processes firsthand. The C...
Read more

Metrics that Move the Needle: The Lean Approach to KPIs

Metrics that Move the Needle: The Lean Approach to KPIs In the business world, there is a famous management adage: "What gets measured, gets managed." But from a Lean perspective, that is only half the truth. The real question is: Are your metrics driving the right behaviors, or are they just creating a culture of compliance and confusion? Far too many organizations treat KPIs (Key Performance Indicators) as a passive scoreboard—a collection of lagging financial data reviewed once a month in a boardroom. True Lean leaders look at KPIs differently. They don't just track history; they design metrics to expose waste, align teams with strategic goals, and empower frontline employees to take immediate action. What Makes a KPI "Lean"? A Lean KPI is a dynamic tool designed to track and encourage progress toward critical organizational goals. To move an enterprise from a reactive posture to a proactive culture, a KPI must meet three distinct criteria: Aligned with True...
Read more

Small Steps, Massive Shifts: The Everyday Power of Kaizen

Image
  Small Steps, Massive Shifts: The Everyday Power of Kaizen Many organizations treat improvement like a massive, high-stakes corporate event. They wait for a multi-million dollar capital expenditure or a top-down corporate mandate to fix a broken process. But true operational excellence doesn't come from occasional, tectonic shifts. It comes from thousands of micro-improvements made every single day by the people who actually do the work. In a Lean enterprise, this is called Kaizen . What is Kaizen? Derived from the Japanese words Kai (change) and Zen (good), Kaizen translates simply to "continuous improvement." It is a strategy where employees at every single level of the organization—from executive leadership to front-line assembly operators—proactively collaborate to achieve regular, incremental improvements in safety, quality, and process efficiency. TRADITIONAL METRIC: Big Project (Once a Year) ──► +10% Improvement KAIZEN METRIC: 1% Better Every Day...
Read more