(Sept. 27 Update: Reich, who managed strategy deployment in North America at Toyota, will teach an in-depth workshop on hoshin, October 24, 2016, at the annual AME conference: http://bit.ly/AmeHoshin There still are some seats available.)
"Managing on Purpose," the forthcoming book by Mark Reich, shares a strategic approach -- hoshin kanri-- that connects the work of individual problem solving that was explained in "Managing to Learn" by LEI CEO John Shook to the problems of the organization.
Hoshin planning is a strategic framework aimed at creating an organization capable of sustained high performance. It does so by establishing and executing strategic initiatives throughout an organization by focusing people on innovation which is supported by continuous daily improvement; while developing capability through the strategic delegation of responsibility and the subsequent self-development.
Practicing hoshin requires a fundamentally different mental model than the prevailing approach of most organizations. Unlike the top-down command-and-control organization in which a few key leadership people set the direction for the company based on boardroom-generated data, leaders engage and align the entire organization continually, both vertically and horizontally. This requires a PDCA management structure which recognizes that process is as important as results.
As COO, Mark oversees day-to-day operations at LEI, including marketing, finance, strategy, publishing, conferences, and training. He also supports new product development and leads the Co-Learning Partners program, assisting companies engaged in lean transformation.
Before coming to LEI, he spent 23 years at Toyota in Japan and North America, most recently as general manager of the Toyota Production System Support Center (TSSC). As a hands-on GM, Mark directly implemented the Toyota Production System (TPS) or managed its implementation in a variety of industries, including automotive, food, furniture, and healthcare, among others.
Mark doubled the number of companies supported by TSSC from 20 to 40. He transitioned it from for-profit to nonprofit status so it could better support its original mission to strengthen North American manufacturing and help any organization interested in implementing TPS. He expanded the client base beyond manufacturing to hospitals, schools, low-income food distribution, and nationally prominent nonprofits
Previously, he was assistant general manager of the corporate strategy division where he managed and implemented Toyota's North American strategic (hoshin) process, designed jointly with Toyota’s Japan headquarters.