On the integration of manufacturing strategy:Deconstructing Hoshin Kanri

Thurer, Matthias and Fredendall, Lawrence and Gianiodis, Peter and Maschek, Thomas and Deuse, J. and Stevenson, Mark (2018) On the integration of manufacturing strategy:Deconstructing Hoshin Kanri. Management Research Review. ISSN 2040-8269

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Abstract

Purpose The purpose of this paper is to show that Hoshin Kanri has the potential to integrate the operations strategy literature into a coherent structure. Hoshin Kanri’s planning process is typically described as a top-down cascading of goals, starting with the senior management’s goals and moving to the lowest organizational level. The authors argue that this misrepresents a firm’s actual cognitive processes in practice because it implies reasoning from the effects to the cause, and assumes a direct causal relationship between what the customer wants and what is realizable by the system. Design/methodology/approach This study is conceptual, based on abductive reasoning and the literature. Findings The actual strategic thought process executed in an organization consists of three iterative processes: (i) a translation process that derives the desired customer attributes from customer/stakeholder data, (ii) a process of causal inference that predicts realizable customer attributes from a possible system design and (iii) an integrative process of strategic choices whereby (i) and (ii) are aligned. Each element relies on different cognitive processes (logical relation, causal relation and choice). Research limitations/implications By aligning the thought and planning processes, the competing concepts of manufacturing strategy are integrated into a coherent structure. Practical implications Different techniques have to be applied for each of the three elements. As each element relies on different cognitive processes (logical relation, causal relation and choice), the use of unifying tools (e.g. in the form of matrices, as often presented in the literature) is inappropriate. Originality/value This is the first study to focus on the thought processes underpinning manufacturing strategy.

Item Type:
Journal Article
Journal or Publication Title:
Management Research Review
Additional Information:
This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.
Uncontrolled Keywords:
/dk/atira/pure/subjectarea/asjc/1400
Subjects:
ID Code:
131608
Deposited By:
Deposited On:
25 Feb 2019 09:40
Refereed?:
Yes
Published?:
Published
Last Modified:
05 Dec 2020 05:29