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The origins of Hoshin Kanri (方针管理) can provide insight into its concepts. The word Hoshin can be
broken into two parts. The literal translation of “Ho” is direction. The literal translation of “shin” is needle,
so the word Hoshin translates into direction needle or the English equivalent of compass. The word Kanri can also
be broken into two parts. “Kan” translates into control or channeling and “ri” translates into reason or logic.
Taken altogether, Hoshin Kanri means management and control of the organisation's direction needle or focus.
Hoshin (方针)= a course, a policy, a plan, an aim
Kanri (管理) = administration, management, control, charge of, care for
The most popular English translation of Hoshin is Policy Deployment. Other frequently used
translations or terms are 'Management By Policy', 'Hoshin Planning', ‘Policy Management’, ‘Managing for Results,’
Strategic Deployment’ and 'Goal Deployment'.
The Hoshin Kanri process developed in Japan during the 1960s from quality management practices at Bridgestone Tire
Company, Toyota, Nippon Denso, Komatsu, and Matsushita. It was strongly influenced by the Plan-Do-Check-Act (PDCA)
cycle of Deming, Management by Objectives of Peter Drucker, the new divisional concept of General Motors, and the
lectures by Dr. Juran on general management. The term Hoshin Kanri became widely accepted in Japan in the
mid-1970s. By the late 1970s the experience accumulated in industry had been distilled into a formalization of the
principles, and the first books on the subject appeared. The first symposium on Hoshin Kanri was held in Japan in
1981, and in 1988 the Japanese Association of Standards published a series of works dealing with Hoshin Kanri
practices. During the 1980s, the concept spread to the USA. Companies like Hewlett-Packard, Procter & Gamble,
Florida Power & Light, Intel, and Xerox began to implement their own versions of Hoshin Kanri.
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