Strategy Goals(From Vision to Action)—战略与目标（愿景到行动）

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选项1

(1-1) Vision development and communication: 愿景与交流:- Development of a solid long term vision / north star  创造一个坚实的长期愿景（北极星）- Comprehensive communication of the vision to all employees  将愿景全面传达给所有员工

(1-2) Awareness and Training: 意识和培训:- Ensuring management support  确保管理层的支持- Training of all involved parties on Hoshin Kanri principles (HK) 对所有相关人员进行战略管理原则培训

(1-3) Scope definition: 定义范围:- Definition of a pilot area with at least two hierarchy levels for the implementation of the Hoshin Kanri strategy process (ideally: Top-level) 至少有两级领导层参与实施战略过程(理想情况下要包含顶层)

(1-4) Strategy development: 战略确立:- Analysis of the internal and external impacts on the strategy (SWOT, Porter-/McKinsey/...-Matrix, Studies, Expert-Interviews, ...) 分析内外部影响- Derivation of strategic 5 years targets 确定有突破性的5 年战略目标- Derivation of annual targets 制定每年的目标

(1-5) Strategy implementation: 战略执行:- Derivation of operative measures in order to achieve the objectives 制定实施措施以实现目标- Definition and communication of KPIs and responsible persons for the measures  定义关键绩效指标及负责人并沟通

(1-6) Review: 回顾:- Lessons Learned about the strategy process as basis for further process development 关于战略实施过程的经验教训，作为进一步调整的基础

(2-1) Structured definition of the strategy: 有组织的战略确立:- Extension of the Hoshin Kanri strategy process scope (e.g. plant management up to department level) 扩大战略管理应用范围（公司-部门）- Definition and communication of a perfectly coordinated rollout concept for the annual strategy development including time table and structured cascading plan of the strategy (top-down; horizontal; bottom-up) 定义和沟通年度发展计划，注重协同与可控(自上而下;水平贯通;自底向上)- Inclusion of experts and moderators for the conception and implementation of the workshops 在专家引导下执行workshop- Documentation of the Hoshin Kanri results in a X-matrix for each unit 利用X-matrix 呈现战略管理- Focus on sustainable process improvement in defining measures e.g. by including the value stream method 通过价值流图方式去确定持续改善措施- Minimum scope of training: Short-term training at the beginning of each Hoshin Kanri workshop 在每次战略会议前进行简短的培训

(2-2) Strategy implementation: 战略执行:- Definition of a plan for a comprehensive communication of the strategy and the defined measures 确定全面沟通“战略及措施”的计划- Transferring the defined measures for the implementation of the strategy to the goal setting process (e.g. EVA; 4Success) 将已定义的策略实施措施转化为目标设定- Introduction of regular appointments to track the progress and problem solution 定期检查跟踪及问题解决

(2-3) Conduct retrospective: 回顾:- Retrospective of the strategy process after the end of the fiscal year for permanent advancement of the processes 在财政年度结束后回顾战略进程，以永久地推动这些进程- Retrospective of the strategy execution after the end of the fiscal year for the preparation of the following Hoshin Kanri cycle 在财政年度结束后回顾战略执行情况，以准备接下来的周期

(3-1) Ensuring holistic strategy development: 坚持整体战略发展:- Roll-out of the Hoshin Kanri strategy processes across all organizational units up to department level by means of structured cascading and catchball process 通过结构化的层叠式方式，在所有组织单位推出战略管理流程- Central organization of the cascading time plan 集中管理分级计划- Annual implementation of the strategy process before the budgeting process in order to include the strategical focus in the budgets 每年在预算编制过程之前执行战略过程，以便将战略重点纳入预算- Non-strategical goals (e.g. operational KPI’s) are not part of the Hoshin Kanri processes and are managed separately 非战略目标(如运营KPI)不包括在Hoshin Kanri 流程中，是单独管理的- Targets are defined process-oriented 目标是面向过程定义的

(3-2) Strategy implementation: 战略执行:- Transferring the determined strategical goals to individual employee target systems (EVA, 4Success, ...) 将实施措施转化为员工自身目标设定- Introduction of monthly appointments to track the implementation of measures (incl. Management) 月度检查措施执行情况- Implementation of structured problem solving process (e.g. A3 method) in case of deviations in the strategy execution  有组织地针对偏离和问题执行“问题解决”（A3）- Visualizations of the strategy implementation progress are used actively  积极地通过可视化展示项目执行情况

(3-3) Qualify internal experts: 内部专家资格:- Coordinated role and qualification concept assures development of selected employees 为实施协调角色的员工进行资格认证，确保其发展

(3-4) Conduct retrospective: 回顾:- Retrospective of the strategy process and its prior results by the top management 由最高管理层回顾战略过程及结果

(4-1) Preperation of Hoshin Kanri cycle: 战略循环准备:- Comprehensive, professional prepared workshop-concept on all levels  在各层级全面而专业的准备Worksop- Consideration of comprehensive and qualified information about current developments, requirements and opportunities for the preparation of the breakthrough-definition 考虑有关目前发展、要求和机会的全面和合格的资料，以便编制突破定义

(4-2) Strategy development: 战略发展:- Inclusion of important customers and innovation drivers in the strategy development 在制定策略时，纳入重要客户和创新动力- Multiple day workshops on top level 在顶级水平的多日研讨会- Targets are defined regularly crossfunctional 定期定义跨职能的目标

(4-3) Strategy implementation: 战略执行:- All employees of the company are familiar with their unit´s strategy 所有员工都熟知自身单位的战略- Implementation of efficient monthly Stand-Up meetings with the help of individually customized analogue or digital boards and rules according to visual management 在独立定制的模拟或数字板和与可视化管理相关的规则的帮助下，实施有效的每月站立会议- Structured problem solving entrenched as standard process in case of deviation in the entire organization. Responsible persons acting as „problem owner“ and coach in structured problem solving 当整个组织发生偏差时，将结构化的问题解决确立为标准流程。作为“问题所有者”的负责人，并指导结构化的问题解决- Individual annual targets are linked to the respective strategy 个人年度目标与战略目标相连- Quarterly retrospective of the strategy implementation 战略实施的季度回顾

(4-4) Coaching: 教练:- Coaching concept during the development and implementation of a strategy including the management 在战略制定到实施实施教练指导