"Hoshin is a system which was developed in Japan in the 1960's, and is a derivative of Management By Objectives (MBO). It is a Management System for determining the appropriate course of action for an organization, and effectively accomplishing the relevant actions and results. Having recognized the power of this system, Beyond Strategic Vision tailors the Hoshin system to fit the culture of North American and European organizations. It is a 'how-to-guide' to the Hoshin method for executives, managers, and any other professionals who must plan as part of their normal job. The management of an organization, whether it be large or small, has as one of its principal responsibilities setting the direction of the organization for the future. The most effective way to set the future direction is to develop a shared vision of what the organization will be in the future, contrast it to the way the organization is now, and then to create a plan for bridging the gap: the Strategic Plan. Beyond Strategic Vision shows you how to do this effectively and efficiently. Michael Cowley has been a teacher and practitioner of management and strategic planning methodologies since 1972. He is a certified instructor for GOAL/QPC and has worked with a wide variety of clients in the automotive, manufacturing, financial, military, healthcare, and educational fields. Dr. Cowley is President of Cowley & Associates, management consultants in Carnelian Bay, California. Ellen Domb is President of the PQR Group, a consulting firm specializing in the application of TQM in Upland, California. She has a successful history of teaching and consulting for planning, management, manufacturing, product development, and business systems. Dr. Domb is the author of numerous articles and books on quality management practices." Publisher

Ch. 1.Introduction: What Is Planning and Why Do We Do It? -- Ch. 2. Problems with Planning -- Ch. 3. Hoshin Planning Overview -- Ch. 4. Preparation -- Ch. 5. Analyzing the Present Situation -- Ch. 6. The Strategic Vision -- Ch. 7. Setting the Breakthrough Objectives -- Ch. 8. Developing the High-Level Strategies -- Ch. 9. Deployment of the First-Level Strategies (Catchball) -- Ch. 10. Implementation Plans and Final Plan Review -- Ch. 11. Implementation and Review -- Ch. 12. How to Introduce the Strategic Management System into Your Organization -- Ch. 13. The Tools of Hoshin -- Ch. 14. Essential Techniques for Strategic Planning. Beyond Strategic Vision -- Copyright Page -- 1. Introduction: What Is Planning and Why Do We Do It -- What is Planning -- The Hoshin Planning System Includes "Doing" and "Review" -- Purposes and Types of Planning -- Planning and the PDCA Cycle -- Objectives, Strategies, and Hierarchy of Purpose -- Why Plan -- Strategic Thinking and Organizational Learning -- Summary -- 2. Problems with Planning -- Discussion -- 3. Hoshin Planning Overview -- Hoshin as the Organization's Integrated Planning System -- The History of Hoshin and Related Developments. Overview of HoshinHoshin Timing Issues -- Roles and Responsibilities -- Planning Calendar -- Summary -- 4. Preparation -- The Planning Team -- Scheduling -- Cross-Organizational Issues -- Facilities and Logistics -- 5. Analyzing the Present Situation -- Developing the Mission -- Values -- Critical Success Measures -- Performance Against Last Year's Plan -- Customer Needs and Satisfaction Levels -- Performance of Critical Processes -- Analysis of Competitors -- STEEP Factors -- Employee Feedback and Development -- SWOT Analysis -- Assessment Tools -- Missing Information -- Summary -- 6. The Strategic Vision. What is a Vision and Why Do We Need One Characteristics of a Good Vision -- Time Horizon -- Other Kinds of Visions -- The Visioning Process -- Communicating the Vision -- Creating a Vision Statement -- Discussion -- 7. Setting the Breakthrough Objectives -- Analysis of the Vision -- Correlation with Daily Management -- Using the Radar Chart to Perform "Gap Analysis" -- Analyzing Cause-Effect Relationships Using the Interrelationship Digraph -- Selection of a Vision Element for Strategic Focus -- Metrics -- Where Do Breakthroughs Come From. What Happens to the Remaining Vision Elements and Operational Objectives Discussion -- 8. Developing the High-Level Strategies -- First-Level Strategy Development -- Metrics and Goals -- Time Sequence of Strategies -- Breakthrough at the Strategy Level: Creative Thinking -- How to Recognize and Address Cross-Organizational Issues -- Deliberate and Emergent Strategies -- Ownership of Strategies and Objectives -- Alignment -- The "Three Ds": Delete, Defer, Delegate -- Discussion -- 9. Deployment of the First-Level Strategies (Catchball) -- Communication of the Hoshin Plan. Development of the Second-Level StrategiesTactics -- Timing of the Deployment (Catchball) Process -- Documentation -- Responsibilities of Strategy Owners -- Discussion -- 10. Implementation Plans and Final Plan Review -- Contingency Planning: PDPC -- Using Implementation Plans at Higher Levels -- Using Project Planning Software and Spreadsheets -- Resource Allocation -- Final Plan Review -- 11. Implementation and Review -- Implementation -- The Review Process -- Organization Learning and Improvement -- The Annual Review -- Discussion. 12. How to Introduce the Strategic Management System intoYour Organization.

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