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On the integration of manufacturing strategy: Deconstructing Hoshin Kanri

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On the integration of manufacturing strategy : Deconstructing Hoshin Kanri. / Thurer, Matthias; Fredendall, Lawrence; Gianiodis, Peter; Maschek, Thomas; Deuse, J.; Stevenson, Mark.

In: Management Research Review, 22.11.2018.

Research output: Contribution to journalJournal articlepeer-review

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APA

Thurer, M., Fredendall, L., Gianiodis, P., Maschek, T., Deuse, J., & Stevenson, M. (2018). On the integration of manufacturing strategy: Deconstructing Hoshin Kanri. Management Research Review. https://doi.org/10.1108/MRR-04-2018-0178

Vancouver

Thurer M, Fredendall L, Gianiodis P, Maschek T, Deuse J, Stevenson M. On the integration of manufacturing strategy: Deconstructing Hoshin Kanri. Management Research Review. 2018 Nov 22. https://doi.org/10.1108/MRR-04-2018-0178

Author

Thurer, Matthias ; Fredendall, Lawrence ; Gianiodis, Peter ; Maschek, Thomas ; Deuse, J. ; Stevenson, Mark. / On the integration of manufacturing strategy : Deconstructing Hoshin Kanri. In: Management Research Review. 2018.

Bibtex

@article{e36c18cecf214e20bef30c39c3dcd440,
title = "On the integration of manufacturing strategy: Deconstructing Hoshin Kanri",
abstract = "PurposeThe 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{\textquoteright}s planning process is typically described as a top-down cascading of goals, starting with the senior management{\textquoteright}s goals and moving to the lowest organizational level. The authors argue that this misrepresents a firm{\textquoteright}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/approachThis study is conceptual, based on abductive reasoning and the literature.FindingsThe 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/implicationsBy aligning the thought and planning processes, the competing concepts of manufacturing strategy are integrated into a coherent structure.Practical implicationsDifferent 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/valueThis is the first study to focus on the thought processes underpinning manufacturing strategy.",
keywords = "Strategic decisions, Hoshin Kanri, Strategic management and leadership, Operations strategy, Manufacturing strategy, Strategy deployment, Trade-offs",
author = "Matthias Thurer and Lawrence Fredendall and Peter Gianiodis and Thomas Maschek and J. Deuse and Mark Stevenson",
note = "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.",
year = "2018",
month = nov,
day = "22",
doi = "10.1108/MRR-04-2018-0178",
language = "English",
journal = "Management Research Review",
issn = "2040-8269",
publisher = "Emerald Group Publishing Ltd.",

}

RIS

TY - JOUR

T1 - On the integration of manufacturing strategy

T2 - Deconstructing Hoshin Kanri

AU - Thurer, Matthias

AU - Fredendall, Lawrence

AU - Gianiodis, Peter

AU - Maschek, Thomas

AU - Deuse, J.

AU - Stevenson, Mark

N1 - 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.

PY - 2018/11/22

Y1 - 2018/11/22

N2 - PurposeThe 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/approachThis study is conceptual, based on abductive reasoning and the literature.FindingsThe 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/implicationsBy aligning the thought and planning processes, the competing concepts of manufacturing strategy are integrated into a coherent structure.Practical implicationsDifferent 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/valueThis is the first study to focus on the thought processes underpinning manufacturing strategy.

AB - PurposeThe 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/approachThis study is conceptual, based on abductive reasoning and the literature.FindingsThe 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/implicationsBy aligning the thought and planning processes, the competing concepts of manufacturing strategy are integrated into a coherent structure.Practical implicationsDifferent 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/valueThis is the first study to focus on the thought processes underpinning manufacturing strategy.

KW - Strategic decisions

KW - Hoshin Kanri

KW - Strategic management and leadership

KW - Operations strategy

KW - Manufacturing strategy

KW - Strategy deployment

KW - Trade-offs

U2 - 10.1108/MRR-04-2018-0178

DO - 10.1108/MRR-04-2018-0178

M3 - Journal article

JO - Management Research Review

JF - Management Research Review

SN - 2040-8269

ER -